The document discusses enterprise architecture and business process management. It defines enterprise architecture as describing structural dependencies between different organizational perspectives such as business processes, data, applications, and technical infrastructure. Business processes play an important role in integrating these perspectives. The document also discusses defining a process architecture, identifying and selecting processes, Porters value chain model, and developing a process landscape model in a systematic way.
The document discusses enterprise architecture and business process management. It defines enterprise architecture as describing structural dependencies between different organizational perspectives such as business processes, data, applications, and technical infrastructure. Business processes play an important role in integrating these perspectives. The document also discusses defining a process architecture, identifying and selecting processes, Porters value chain model, and developing a process landscape model in a systematic way.
The document discusses enterprise architecture and business process management. It defines enterprise architecture as describing structural dependencies between different organizational perspectives such as business processes, data, applications, and technical infrastructure. Business processes play an important role in integrating these perspectives. The document also discusses defining a process architecture, identifying and selecting processes, Porters value chain model, and developing a process landscape model in a systematic way.
The document discusses enterprise architecture and business process management. It defines enterprise architecture as describing structural dependencies between different organizational perspectives such as business processes, data, applications, and technical infrastructure. Business processes play an important role in integrating these perspectives. The document also discusses defining a process architecture, identifying and selecting processes, Porters value chain model, and developing a process landscape model in a systematic way.
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The general goal is to achieve long term shareholder value
This can be done through the financial perspective: improving cost structure, increasing asset utilization, expanding revenue opportunities and enhancing customer value. o The financial perspective can be improved upon by tailoring and improving the customer perspective The customer perspective can be improved upon by finetuning the internal perspective the internal perspective can be improved by holding a strong growth perspective the balanced scorecard is a way of modelling long term goals and ensuring they are achieved through effective strategy and management
Enterprise architecture : describes structural dependencies between different perspectives of an
organization. *business processes play a important role for integrating these different perspectives
Organizational: actors, roles and org structure
Product: products and services a org offers along with their relationships Business process: process architecture Data: informational entities and their relationships Application: different pieces of software with their dependencies Technical infrastructure: computer hardware and networks
Reason for process identification
- Focus on processes that create value of strategic relevance and/or that have substantial problems
Process checklist (is this a process or not)
- Is it a process at all o Must be possible to identify a main action o Verb+noun (ex. Approve-decline requests) o Outcome is in the form of a noun + past participle - Can the process be controlled o Repetitive series of events and activities to execute individually observable cases - Is the process important enough to manage o Customer willing to pay for the outcome o Would be willing to pay another party to take over o Legal/mandatory framework - Is the scope not too large o A good check for this is to determine whether there is a 1:1 relation between the event that initiates the process and each of the activities that are thought to be in scope - Is the scope of the process not to small o There should be at least three different actors
Process identification has two steps:
1) Define a process architecture.
a. Gain an understanding of the process and its interrelationships. 2) Selecting processes a. Developing a prioritization of the processes to perform BPM on.
Porters value chain model
- Core Processes o Essential value creation of the company (ex. Production of products: marketing, design, manufacturing, etc…) - Support processes o Enabling the execution of these processes (ex: accounting, risk management, budgeting, etc…) - Management processes (provide directions, rules, and practices for the core and support processes Relationship between processes - Sequences o Logical relationship between two processes - Decomposition o Decomposition in one process where It gets described in more detail with one or more sub processes - Specialization o Several variants of a generic process (ex. Handling job applications for different countries) Definition of a process architecture
- Level one: Process landscape (inc. value chains)
- Level two: Business processes ( bpmn) - Level three: sub processes and tasks (bpmn)
Steps to define process landscape model in a systematic way
1) Clarify terminology a. Define the key terms of the process landscape model 2) Identify end to end processes a. Those processes which interface with customers and suppliers of the organization b. The have several properties that distinguish them from one another i. Product type ii. Service type iii. Channel iv. Customer type c. selection of the listed properties should be driven by the idea to only define separate end-to-end processes when their internal behavior is substantially different. 3) For each end to end process identify its sequential processes: a. Identify internal, intermediate outcomes of a end to end process i. Product lifecycle ii. Customer relationship iii. Supply chain iv. Transaction stages v. Change of business objects vi. Separation 4) For each business process, identify its major management and support processes a. What is required to execute the previously identified processes
5) Decompose and specialize business processes
a. Futher decompose and subdivide processes into an abstract process on level 2 or even level 3 of the process architecture b. There are some difference considerations as to when the subdivision should halt: i. Manageability ii. Impact 6) Compile process profile a. Each identified process should not only be modeled , but also described using a process profile 7) Check completeness and consistency a. Reference models can be used to check whether all processes relevant for the organization are included, terminology is consistent. b. Can all processes be associated with functional units of org chart or other way around?
Process selection
- Define the criteria for assessing the performance of the identified business process - Most commonly used selection criteria include o Strategic importance What processes have the greatest impact on a firms strategic goals o Health What is the health of each process o Feasibility How susceptible are the processes to BPM initiatives
Process performance measures (a quantity that can unambiguously determined for a given process)
- Performance dimensions o Time o Cost o Quality o Flexibility - These dimensions can be refined into a number of process performance measures called KPI’S
Process portfolio
- Set of all processes in general, and more specifically to their visualization by help of different criteria
*identify end to end processes, identify management, core and support processes, sequence decomposition, specialiation. Translate process description into process architecture (travel agency example).
