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Operative and strategic Business Process Management?

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Operative

To minimize a cannibalization of operative goals, operative goals must be elaborated deductive from strategic goals

Strategic

Strategic BPM comes from the Business strategy and focus on Business results and sustainability
Strategic and operative process management are interdependent
The priorisation of processes and the process architecture are parts of strategic BPM

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In process analysis, a distinction can be made between causal, chronological and interactive process analysis.

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The interactive process analysis looks at the actors involved in the process
The interactive process analysis serves to identify interfaces in processes
The causal process analysis essentially focuses on “if then” questions
Within the framework of chronological process analysis, the temporal processes are considered in particular

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Process identification

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Core processes are corporate processes that contribute significantly tho maintaining/ improving their viability of a company through their performance

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Strategic Process Management

vs.

Operative Process Management

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INDEPENTENT

Strategic Process Management:

long-term corporate goal
Effectiveness: „doing the right things“

Operative Process Management

short or medium term
Efficiency: „doing the things right“

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Process management in hospitals has to be seen under special conditions

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Heteronomous process components refer to process components that are designed to integrate the patient's process components into their own processes
Relational process components include an interaction with the patient
Opportunity costs must be taken into account when realizing heteronomous process shares
Autonomous process components are most suitable for standardization because the patient has no influence on the realization of the process

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Process organisation and Business Process Management? (4 Points)

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The process organization primary focus on the tasks (especially how they follow each other)
The process organization follows the view of internal or external customers
KAIZEN is a good example for a bottom up process improvement
Business process starts and ends at the customer

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Variances and wheighting

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the calculation of process variants helps to evaluate the complexity of a process
the process weighting is the basis for a prioritization and helps to keep the documentation of processes manageable and lean
both quantitative and qualitative criteria can be used for the prioritization or weighting of processes
core competencies offer an orientation in the prioritization and weighting of processes

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Program Evaluation and Review Technique (PERT)

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Processes are certain and event duration are uncertain
is to use, when the
duration of the activities or subprocesses is not given
For each activity Vij has to be specified:
- The optimistic duration ODij (a = 1)
- The pessimistic duration PDij ( c = 1)
- The probable duration PrDij (b = 4)
  - (the duration, supposed when the process would be repeated many times)

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Heteronomous process components

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All coordination activities of the hospital towards the patient in order to integrate them into their own processes as trouble-free and compatible as possible.
All parts of processes assumed by the patient (customer) according to specific instructions from the hospital (e.g. the compilation of information, compliance with deadlines or the compliance of instructions of the staff)

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Network planning techniques allow, among other things, the temporal mapping of projects or processes.

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When the sequence of tasks is safe and the duration of tasks is uncertain, the PERT method must be used
The GERT method should be used when neither the duration nor the sequence of tasks is certain
The PERT method works with optimistic, probable and pessimistic duration to calculate the expected duration for a task
The critical path is always the longest path and determines the duration of the process (project).
There can be several critical paths in network planning techniques models

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Modularisation of processes and patients integration

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through modularization of processes, highly complex processes can be partially standardized
the number of modules increases the coordination effort between the modules

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Process analysis

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Boundaries of processes and thus the system limits are not necessary identical to the edge of a structural organization

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Operative and strategic Business Process Management?

Operative

To minimize a cannibalization of operative goals, operative goals must be elaborated deductive from strategic goals

Strategic

Strategic BPM comes from the Business strategy and focus on Business results and sustainability
Strategic and operative process management are interdependent
The priorisation of processes and the process architecture are parts of strategic BPM

In process analysis, a distinction can be made between causal, chronological and interactive process analysis.

The interactive process analysis looks at the actors involved in the process
The interactive process analysis serves to identify interfaces in processes
The causal process analysis essentially focuses on “if then” questions
Within the framework of chronological process analysis, the temporal processes are considered in particular

Process identification

Core processes are corporate processes that contribute significantly tho maintaining/ improving their viability of a company through their performance

Strategic Process Management

vs.

Operative Process Management

INDEPENTENT

Strategic Process Management:

long-term corporate goal
Effectiveness: „doing the right things“

Operative Process Management

short or medium term
Efficiency: „doing the things right“

Process management in hospitals has to be seen under special conditions

Heteronomous process components refer to process components that are designed to integrate the patient's process components into their own processes
Relational process components include an interaction with the patient
Opportunity costs must be taken into account when realizing heteronomous process shares
Autonomous process components are most suitable for standardization because the patient has no influence on the realization of the process

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Process organisation and Business Process Management? (4 Points)

The process organization primary focus on the tasks (especially how they follow each other)
The process organization follows the view of internal or external customers
KAIZEN is a good example for a bottom up process improvement
Business process starts and ends at the customer

Variances and wheighting

the calculation of process variants helps to evaluate the complexity of a process
the process weighting is the basis for a prioritization and helps to keep the documentation of processes manageable and lean
both quantitative and qualitative criteria can be used for the prioritization or weighting of processes
core competencies offer an orientation in the prioritization and weighting of processes

Program Evaluation and Review Technique (PERT)

Processes are certain and event duration are uncertain
is to use, when the
duration of the activities or subprocesses is not given
For each activity Vij has to be specified:
- The optimistic duration ODij (a = 1)
- The pessimistic duration PDij ( c = 1)
- The probable duration PrDij (b = 4)
  - (the duration, supposed when the process would be repeated many times)

Heteronomous process components

All coordination activities of the hospital towards the patient in order to integrate them into their own processes as trouble-free and compatible as possible.
All parts of processes assumed by the patient (customer) according to specific instructions from the hospital (e.g. the compilation of information, compliance with deadlines or the compliance of instructions of the staff)

Network planning techniques allow, among other things, the temporal mapping of projects or processes.

When the sequence of tasks is safe and the duration of tasks is uncertain, the PERT method must be used
The GERT method should be used when neither the duration nor the sequence of tasks is certain
The PERT method works with optimistic, probable and pessimistic duration to calculate the expected duration for a task
The critical path is always the longest path and determines the duration of the process (project).
There can be several critical paths in network planning techniques models

Modularisation of processes and patients integration

through modularization of processes, highly complex processes can be partially standardized
the number of modules increases the coordination effort between the modules

Process analysis

Boundaries of processes and thus the system limits are not necessary identical to the edge of a structural organization

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BPMN-Notation

🧮 Fach	Process Management
🗓 Datum

🗣 Symbol	💡 Bedeutung	📖
	Blanko	Untypisierte Ereignisse, i.d.R. Am Start oder Ende eines Prozesses
	Nachricht / Message	Empfang und Versand von Nachrichten
	Timer / Time	Periodische zeitliche Ereignisse, Zeitpunkte oder Zeitspanne
	Eskalation / Escalation	Meldung an den nächsthöheren Verantwortlichen
	Bedingung / Condition	Reaktion auf veränderte Bedingungen und Bezug auf Geschäftsregeln
	Fehler / Error	Auslöser und behandeln von definierten Fehlern
	Abbruch / Cancel	Reaktion auf abgebrochene Transaktionen oder Auslöser von Abbrüchen
	Kompensation / Compensation	Behandeln oder Auslösen einer Kompensation
	Signal / Signal	Signal über mehrere Prozesse. Auf ein Signal kann mehrfach reagiert werden
	Mehrfach / Multiple	Eintreten eines von mehreren Ereignissen. Auslöser aller Ereignisse
	Mehrfach / Parallel	Eintreten aller Ereignisse
	Terminierung / Termination	Löst die sofortige Beendigung des Prozesses aus
	Link / Link	Zwei zusammengehörige Link-Ereignisse repräsentieren einen Sequenzfluss

	Unspezifisch / Unspecific
	Manuell / Manual	Wird per Hand ausgeführt
	Benutzer / User	Wird von einem Menschen ausgeführt
	Empfangen / Received	Beruht auf eingehende Nachrichten -> Nachricht geht ein - Aufgabe wird ausgeführt
	Empfangen (sofort) / Received (instantiating)
	Senden / Send	Zusenden einer Nachricht an anderen Prozess/ Bereich -> Abgeschlossen wenn gesendet
	Skript / Script	Wird von bestimmten BPE-Systemen ausgeführt
	Service / Service	Automatisierte Anwendung
	Business rule	Dienstleistung

	Teilprozess / Sub-process
	Schleife / Loop	Wiederholt sich immer wieder
	Parallele Mehrfachausführung	Instanzen laufen parallel ab
	Sequentielle Mehrfachausführung	Instanzen laufen aufeinanderfolgend ab
	Ad-Hoc
	Kompensation / Compensation

	XOR Gateway	Der Fluss wird zu genau einer ausgehenden Kante geleitet
	AND Gateway	Es werden alle ausgehenden Kanten Simulant aktiviert
	OR Gateway	Je nach Bedingung werden eine oder mehrere ausgehende Kanten aktiviert
	Complex Gateway	Verzweigungs- und Vereinigungsverhalten, das nicht von anderen Gateways erfasst wird
	Event-based Gateway	Sobald eines der nachfolgenden Ereignisse eintritt, wird der Prozess gestartet