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Business Process Management > Week 2 - 6 > Flashcards

Week 2 - 6 Flashcards

1
Q

IS THE CREATION, OPTIMIZATION,
IMPLEMENTATION AND EVALUATION OF
SPECIFIC PROCESSES IN AN ORGANIZATION

A

BUSINESS PROCESS
MANAGEMENT

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2
Q

DIFFERENT TYPES OF BPM

A

Integration-centric BPM
Human-centric BPM
Document-centric BPM

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3
Q

A successful BPM sys tem start s by defining
the s tages involved in a workflow.

A

BPM LIFECYCLE

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4
Q

BPM LIFECYCLE

A

PROCESS DESIGN
MODEL
EXECUTE
MONITOR
OPTIMIZE

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5
Q

BUSINESS PROCESS
MANAGEMENT
BENEFITS

A

INCREASED EFFICIENCY AND COST
SAVING
ENHANCED EMPLOYEE AND COSTUMER
EXPERIENCE
MORE SCALABLE PROCESSES
GREATER TRANSPARANCY
LESS DEPENDENCY ON DEVELOPMENT
TEAMS

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6
Q

a series of tasks or a set of activities performed by a group of stakeholders to achieve an organizational goal.

A

BUSINESS PROCESS

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7
Q

TYPES OF BUSINESS PROCESS

A

CORE PROCESSES
SUPPORT PROCESSES
MANAGEMENT PROCESSES

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8
Q

These processes are the critical functions of a business that directly add value to the end customers.

A

CORE PROCESSES

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9
Q

These processes enable and support the core processes to be performed seamlessly.

A

SUPPORT PROCESSES

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10
Q

These processes are responsible for planning, monitoring, managing, and controlling the core and supporting processes from start to end.

A

MANAGEMENT PROCESSES

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11
Q

refers to the use of technology, such as software and systems, to automate, streamline, and optimize business processes. It helps organizations improve efficiency, reduce errors, and save time and resources on manual task completion.

A

BUSINESS PROCESS TECHNOLOGY

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12
Q

KEY REASONS TO HAVE WELL-DEFINED BUSINESS PROCESS

A
  • Identify what tasks are important to your larger business goals
  • Improve process efficiency
  • Streamline communication between people/functions/departments
  • Set approvals to ensure accountability and optimum use of resources
  • Prevent chaos from creeping into your day-to-day operations
  • Standardize a set of procedures to complete tasks that really matter to your business
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13
Q

7 STEPS OF THE BUSINESS PROCESS LIFE CYCLE

A
  • DEFINE YOUR GOALS
  • PLAN AND MAP YOUR PROCESS
  • SET ACTIONS AND ASSIGN STAKEHOLDERS
  • TEST THE PROCESS
  • IMPLEMENT THE PROCESS
  • MONITOR THE RESULTS
  • REPEAT
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14
Q

defined as a set of techniques that build a representation of an organization’s current business processes, which include their workflows, structures, and elements.

A

BUSINESS PROCESS DISCOVERY

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15
Q

is a set of activities aiming to systematically define the set of business processes of a company and establish clear criteria for prioritizing them.

A

Process identification

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16
Q

The output of process identification

A

process architecture

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17
Q

serves as a framework for defining the priorities and the scope of process modeling and redesign projects.

A

Process architecture

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18
Q

is concerned with the definition of an initial list of processes.

A

designation phase

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19
Q

considers suitable criteria for defining priorities of these processes.

A

evaluation phase

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20
Q

to gain an understanding of the processes an organization is involved in as well as their interrelationships.

A

designation phase

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21
Q

to develop a prioritization among these for process management activities

A

evaluation phase

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22
Q

some researchers have argued for the existence of only two processes:

A

(1) managing the product line, and
(2) managing the order cycle.

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23
Q

Others identify three major processes:

A
  • Developing new products,
  • Delivering products to customers,
  • Managing customer relationships.
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24
Q

One of the most influential

A

Michael Porter’s Value Chain model

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25
Q

Two categories of processes

A
  • core processes (called primary activities)
  • support processes (support activities).
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26
Q

Cover the essential value creation of a company

A

Core processes

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27
Q

Enable the execution of these core processes.

A

Support processes

28
Q

not all processes are equally important and not all processes can receive the same amount of attention

A

Evaluation Phase

29
Q

This criterion is concerned with assessing the strategic relevance of each process.

A

Importance

30
Q

This criterion aims to render a high-level judgment of the “health” of each process.

A

Dysfunction

31
Q

It should be determined how susceptible they are to process management initiatives, either incidental or on a continuous basis.

A

Feasibility

32
Q

is a body of techniques to determine the level of systematic process thinking in an organization.

A

BPM MATURITY ASSESSMENT

33
Q

Two aspects of BPM maturity assessment

A
  • is to assess to what extent a given organization covers the range of processes that are ideally expected from it.
  • is to assess to what degree these processes are documented and supported.
34
Q

One of the most widely used frameworks for maturity assessment.

A

Capability Maturity Model Integrated (CMMI)

35
Q

This framework distinguishes a number of so-called process areas.

A

Capability Maturity Model Integrated (CMMI)

36
Q

Five CMMI maturity levels

A

Level 1 - Initial
Level 2 - Managed
Level 3 - Defined
Level 4 - Quantitatively Managed
Level 5 - Optimizing

37
Q

At this initial stage, the organization runs its processes in an ad-hoc fashion, without any clear definition of these processes. Control is missing.

A

Initial

38
Q

At this stage, project planning along with project monitoring and control have been put into practice.

A

Managed

39
Q

Organizations at this stage have adopted a focus on processes.

A

Defined

40
Q

At this stage, organizational process performance is tracked.

A

Quantitatively Managed

41
Q

At this stage of maturity, the organization has established organizational performance management accompanied with causal analysis and resolution.

A

Optimizing

42
Q

Can be conducted internally within an organization (also called self-appraisals

A

Appraisals

43
Q

Different types of appraisal are distinguished and defined in the _________.

A

Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

44
Q

is a conceptual model that shows the processes of a company and makes their relationships explicit.

A

process architecture

45
Q

The part of the process architecture that covers the processes on level one is
known as the _________.

A

process landscape model

46
Q

It shows the main processes on a very abstract level.

A

process landscape model (Level 1)

47
Q

Which level shows the processes at a finer degree of granularity, but still in a quite abstract way

A

Level 2

48
Q

Which level show the detail of the processes including control flow, data inputs and outputs, and assignment of participants.

A

Level 3

49
Q

Classifies the types of cases that are handled by an organization.

A

Case Type Dimension

50
Q

is a product or service that is delivered by an organization to its customers, such as an insurance (a service) or a toy (a product).

A

Case

51
Q

Classifies the functions of an organization.

A

function dimension

52
Q

something that an organization does

A

function

53
Q

is something that an organization (or part of it) handles.

A

Case

54
Q

Four steps of Process Architecture Approach

A
  1. identify case types
  2. identify functions for case types
  3. construct case/function matrices
  4. identify processes
55
Q

In the first step, a classification of case types is developed for the organization.

A

Identify Case Type

56
Q

This is done by selecting the case properties that will be used for the classification.

A

Identifying Case Type

57
Q

Properties of Identifying Case Type

A
  • Product Type
  • Service Type
  • Channel
  • Customer Type
58
Q

this property identifies the types of products that are handled by an organization

A

Product Type

59
Q

This property identifies the types of services that the organization handles, similar to the way in which product type identifies the types of tangible deliverables.

A

Service Type

60
Q

This property represents the channel through which the organization contacts its customers.

A

Channel

61
Q

This property represents the types of customer that the organization deals with

A

Customer type

62
Q

In the second step, a classification is developed of the business functions that are performed on the different case types.

A

Identify Functions for Case type

63
Q

In this step, the previous two steps of the described approach lead to a matrix that has the different case types as columns and the different functions as rows.

A

Construct Case/Function Matrices

64
Q

In this final step of the proposed approach, we determine which combinations of business functions and case types form a business process

A

Identify Processes

65
Q

is an object in the organization that flows through a business process.

A

Flow object

66
Q

Is an existing process architecture that is pre-defined as a best-practice solution.

A

Reference Process Architecture

Business Process Management (1 decks)

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