Business Process Management at FHNW - Fachhochschule Nordwestschweiz | Flashcards & Summaries

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TESTE DEIN WISSEN

Name the 5 examples of a business process

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TESTE DEIN WISSEN

- Order to cash

- Quote to order

- Procure to pay

- Issue to resolution

- Application to approval

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TESTE DEIN WISSEN

Lean enterprises share which common characteristics ?

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TESTE DEIN WISSEN

▪ An ambitious vision, clear values and a strategy deployment process

▪ A continuous improvement culture and an absolute customer focus

▪ A strict problem-solving process and a shopfloor management

Lösung ausblenden
TESTE DEIN WISSEN

What is the Root cause analysis with 5 Whys ?

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TESTE DEIN WISSEN

▪ Popular Lean tool used very often on the shop floor (on the “Gemba”) to analyze a problem

▪ The goal is to go beyond the symptoms down to the possible root causes of a problem

▪ The “5” is not relevant – the goal is to dive into a problem by asking Why as many times as required

▪ Japanese call it “why-why” without “5” (why in Japanese is also pronounced “why”)

▪ It is very common to have different causes for one problem, so in this case you can iterate the 5 whys by combining them in a so called ”fishbone diagram” (see next slides)

▪ Each result of a 5 Whys session has to analyzed, and validated to be sure that a real cause of a the initial problem has been identified


Lösung ausblenden
TESTE DEIN WISSEN

What is BPM ?

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TESTE DEIN WISSEN

It is not modeling, it's not an IT system. It just includes it. 

You want to improve your process performance. Therefore, you have to model the process. 

Lösung ausblenden
TESTE DEIN WISSEN

Describe the strategic fit and functional integration in BPM

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TESTE DEIN WISSEN

Alignment of process goals and process execution with organizational strategy

Alignment between business and IT, i.e. > integration of value-contributing IT into business processes

Lösung ausblenden
TESTE DEIN WISSEN

Define a Process Landscape Model


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TESTE DEIN WISSEN

1. Clarify terminology

2. Identify end-to-end/core processes

3. For each end-to-end/core process, identify its sequential processes

4. For each business process, identify its major management and support processes

5. Decompose and specialize business processes

6. Compile process profile

7. Check completeness and consistency

Lösung ausblenden
TESTE DEIN WISSEN

What is Strategic Alignment

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TESTE DEIN WISSEN

“Strategic alignment is defined as the tight linkage of organizational priorities and enterprise processes enabling continual and effective action to improve business performance.”

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TESTE DEIN WISSEN

What are the 5 levels of a BPMN Maturity Level Matrix, and what do they imply ?

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TESTE DEIN WISSEN

–Level 1 (Initial): BPM is nonexisting or rarely used. When available, BPM projects are carried out in an ad hoc fashion within individual divisions. Such initiatives are uncoordinated, limited scope and minimal employee involvement.

–Level 2 (Managed): The organization starts capitalizing on its first BPM experiences to build up BPM capabilities. A process-thinking mindset starts to emerge among its employees. As the awareness of BPM increases, the first processes are documented and analyzed. There is also increasing involvement of the management level, though knowledge of BPM methods and tools remains with external experts.

–Level 3 (Defined): The organization reaps the benefits of the first BPM projects, though the focus is still on the early stages of the BPM lifecycle. The use of methods and tools becomes more sophisticated. In-house BPM training is established to reduce the dependence upon external experts. The first process collaboration and communication forums are set up to facilitate the dissemination of BPM experiences (e.g., using intranets to share process models).

–Level 4 (Quantitatively managed): The focus of BPM projects shifts towards the last phases of the lifecycle: change management accompanies BPM projects to guarantee the acceptance of the redesigned processes; systematic performance monitoring ensures that BPM projects deliver strategic benefits. A BPM Center of Excellence is established with well-defined roles to coordinate all BPM efforts. There is process orientation in every project (not only in BPM-specific ones) and the company minimally relies on external expertise.

–Level 5 (Optimizing): BPM is fully-established, on both the operational level and the strategic level, where it has become an integral part of any manager’s activities, accountabilities, and performance measurements. BPM methods and tools are widely accepted and a standardized, company-wide approach to BPM is in place. As BPM becomes the way business is done, the BPM Center of Excellence reduces in size.

Lösung ausblenden
TESTE DEIN WISSEN

Tell me 3 Governance mechanisms

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TESTE DEIN WISSEN

> Structures (roles and units for performing and coordinating process activities)

> Authority (decision making power)

> Procedures (e.g. review and approval processes based on KPIs)

Lösung ausblenden
TESTE DEIN WISSEN

What are the 3 ways to handle cross-cutting processes ?

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TESTE DEIN WISSEN

–Hierarchy: > Direction or control exerted by superiors in a managerial hierarchy

–Lateral relations: > Coordination across boundaries within or across organizations

–New organizational units: > Creation of new activity units with processes as a primary organizational basis

Lösung ausblenden
TESTE DEIN WISSEN

Name 5 Governance Structures

Lösung anzeigen
TESTE DEIN WISSEN

- Hierarchy

- Liaison role / Standing committee

- New product development coordination unit

- New product development process organizational unit

-An organization structured entirely along process lines


Lösung ausblenden
TESTE DEIN WISSEN

What are the key activities in strategy-process alignment?

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TESTE DEIN WISSEN

–Assess existing business strategy for process directions

–Consult with process customers for performance objectives

–Benchmark for process performance targets and examples of innovations

–Formulate process performance objectives –Develop specific process attributes

Lösung ausblenden
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Q:

Name the 5 examples of a business process

A:

- Order to cash

- Quote to order

- Procure to pay

- Issue to resolution

- Application to approval

Q:

Lean enterprises share which common characteristics ?

A:

▪ An ambitious vision, clear values and a strategy deployment process

▪ A continuous improvement culture and an absolute customer focus

▪ A strict problem-solving process and a shopfloor management

Q:

What is the Root cause analysis with 5 Whys ?

A:

▪ Popular Lean tool used very often on the shop floor (on the “Gemba”) to analyze a problem

▪ The goal is to go beyond the symptoms down to the possible root causes of a problem

▪ The “5” is not relevant – the goal is to dive into a problem by asking Why as many times as required

▪ Japanese call it “why-why” without “5” (why in Japanese is also pronounced “why”)

▪ It is very common to have different causes for one problem, so in this case you can iterate the 5 whys by combining them in a so called ”fishbone diagram” (see next slides)

▪ Each result of a 5 Whys session has to analyzed, and validated to be sure that a real cause of a the initial problem has been identified


Q:

What is BPM ?

A:

It is not modeling, it's not an IT system. It just includes it. 

You want to improve your process performance. Therefore, you have to model the process. 

Q:

Describe the strategic fit and functional integration in BPM

A:

Alignment of process goals and process execution with organizational strategy

Alignment between business and IT, i.e. > integration of value-contributing IT into business processes

Mehr Karteikarten anzeigen
Q:

Define a Process Landscape Model


A:

1. Clarify terminology

2. Identify end-to-end/core processes

3. For each end-to-end/core process, identify its sequential processes

4. For each business process, identify its major management and support processes

5. Decompose and specialize business processes

6. Compile process profile

7. Check completeness and consistency

Q:

What is Strategic Alignment

A:

“Strategic alignment is defined as the tight linkage of organizational priorities and enterprise processes enabling continual and effective action to improve business performance.”

Q:

What are the 5 levels of a BPMN Maturity Level Matrix, and what do they imply ?

A:

–Level 1 (Initial): BPM is nonexisting or rarely used. When available, BPM projects are carried out in an ad hoc fashion within individual divisions. Such initiatives are uncoordinated, limited scope and minimal employee involvement.

–Level 2 (Managed): The organization starts capitalizing on its first BPM experiences to build up BPM capabilities. A process-thinking mindset starts to emerge among its employees. As the awareness of BPM increases, the first processes are documented and analyzed. There is also increasing involvement of the management level, though knowledge of BPM methods and tools remains with external experts.

–Level 3 (Defined): The organization reaps the benefits of the first BPM projects, though the focus is still on the early stages of the BPM lifecycle. The use of methods and tools becomes more sophisticated. In-house BPM training is established to reduce the dependence upon external experts. The first process collaboration and communication forums are set up to facilitate the dissemination of BPM experiences (e.g., using intranets to share process models).

–Level 4 (Quantitatively managed): The focus of BPM projects shifts towards the last phases of the lifecycle: change management accompanies BPM projects to guarantee the acceptance of the redesigned processes; systematic performance monitoring ensures that BPM projects deliver strategic benefits. A BPM Center of Excellence is established with well-defined roles to coordinate all BPM efforts. There is process orientation in every project (not only in BPM-specific ones) and the company minimally relies on external expertise.

–Level 5 (Optimizing): BPM is fully-established, on both the operational level and the strategic level, where it has become an integral part of any manager’s activities, accountabilities, and performance measurements. BPM methods and tools are widely accepted and a standardized, company-wide approach to BPM is in place. As BPM becomes the way business is done, the BPM Center of Excellence reduces in size.

Q:

Tell me 3 Governance mechanisms

A:

> Structures (roles and units for performing and coordinating process activities)

> Authority (decision making power)

> Procedures (e.g. review and approval processes based on KPIs)

Q:

What are the 3 ways to handle cross-cutting processes ?

A:

–Hierarchy: > Direction or control exerted by superiors in a managerial hierarchy

–Lateral relations: > Coordination across boundaries within or across organizations

–New organizational units: > Creation of new activity units with processes as a primary organizational basis

Q:

Name 5 Governance Structures

A:

- Hierarchy

- Liaison role / Standing committee

- New product development coordination unit

- New product development process organizational unit

-An organization structured entirely along process lines


Q:

What are the key activities in strategy-process alignment?

A:

–Assess existing business strategy for process directions

–Consult with process customers for performance objectives

–Benchmark for process performance targets and examples of innovations

–Formulate process performance objectives –Develop specific process attributes

Business Process Management

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