ISYS104 Lecture Notes - Lecture 7: Computing Platform, Object Management Group, Accounts Receivable
31 May 2018
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Chapter 7- Business Process Management and Enterprise Systems
Q2: Why is Business Process Management Important to Organisations?
- Every business needs business processes
- Processes will change over time whether the business wants them to or not
- Info systems are often used to suppchatort business processes
- Often critical, complex and dynamic in structure
Business Process Management (BPM)
- Systematic process of creating, assessing and altering business processes
- BPM applies to profit-making, non-profit and government organisations
- Involves four stages
Four Stages of BPM
1. Create model of business process components
- Users review and adjust model
- As-is-e douets urret proess; it is haged to sole proess proles
2. Create system components
- Uses five elements of IS (hardware, software, data, procedures, people)
3. Implement business process
4. Create policy and procedures for ongoing assessment of process effectiveness
- Adjust and repeat cycles
- $RU never designed its processes and had no assessment program in place
BPM Varies with Scope and Size of the Process
o Functional processes
- Activities in a single department or function
- BPM easier at this level
- Prole is that it ay lead to ifo silos
o Cross-functional processes
- Activities among many business departments
- Eliminate or reduce isolated systems and data
- Example is customer relationship management (CRM) process
o Inter-organisational processes
- Activities that cross organisational boundaries
- Business processes that involve activities in another business or organisation, e.g.
supply chain management (SCM), credit card transaction processing
- More difficult than functional and cross-functional systems
- Requires negotiation, contracts, litigation to resolve conflicts between organisations
- May result in deceptive practices
Q3: How Do Organisations Solve Business Problems?
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- Need to document models of business processes
- Both as-is models and models incorporating changes
- In this section learn the standard notation for creating process documentation using
$RU as an example
- A business process is a network of activities, resources, facilities and data that interact
to achieve a function or purpose. (Revision from Chapter 2)
- Activity: a task to be performed
- Resource: people or equipment that can be assigned to an activity
- Facility: a collection of resources (aka repository)
- Data: recorded facts and figures (aka business item)
Business Process Modelling Notation (BPMN Symbols)- BPMN is the set of terms and
graphical notations for documenting business processes. Developed by the Object
Management Group (OMG)
Top-Level Business Processes for $RU- The Production of Statement of Advice (SOA) process
has the goal of turning prospective clients into actual clients.
Three Ways of Changing Business Processes
- The performance of a business process can be increased in one of three ways:
o Brute-force approach
- Add people, equipment
o Change process structure without changing resource allocations
o Do both by adding people and/or equipment and changing the process structure
Changing a Process by Adding Resources
o Can add cost to a value chain
- Only beneficial if the change generates value greater than its cost
- May use computer simulation or financial analysis to assess changes
o At $RU
- A specialist has been added to activities
- An info system could be used to add resources
Changing Resources AND Process Structure
- More complicated
- Greater potential for improvement
- More difficult to implement
Q4: What Role Do Info Systems Play in Business Processes?
- Info systems play an important role in implementing business processes
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
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