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BPM
What is
The achievement of an
organizations objectives
through improvement of
essential business process.
BPM is means to study,
identify, change, modify &
monitor business
processes.
BPM is a structure,
methodology to streamline
business process to
Why BPM
Because of huge
competition it is difficult
to survive without
improving business
processes, customer may
select alternative supplier
Need for
BPM
implementati
Create
long-term
future
Create short-term cost
effectiveness
Initiate continuous
improvement
Introduce a
knowledge of product
Re-engineer the
business
levels of BPM
At highest level
At second level
At third level
Operational
business
processes
BPM
principle
Create customer value
Monitor
Improvement to stay in
competition
Information technology
BPA
Proce
Challenges of
Anything that
converts input into
output
Eg: sales, purchase,
accounting, customer
care, logistics etc
BPA
Risk to job
False sense
Transaction layer
Journal
Posting
Unadjusted trial
balance
Adjustment
Adjusted trial
balance
Closing
Sales
Customer
order
Recording
Pick release
Shipping
Invoice
Receipt
Production dept.
Purchase order
Request quote
Quotation
Compare
Invoice
Receipt
Financial
resources
Operation
&Financial planning
Allocation of
monitoring
Report
Impact of IT on
BPM
Allows enterprises to
Risk of
BPA
Job- people may
Record transaction: In
journals
Safeguarding
satisfaction
Cost saving
Competitive edge
become jealous
False sense of
security
Challenges
in
implementation
ofInterfaces
BPA with customer is
growing
Product, service and price
options have increased
Budgets
Automation not only
implementing technology,
It is about automating the
business process
New way of working,
monitoring & managing
Purchase
Benefits of
BPA
Customer
A/cing
Basic
Collect & store data
functions
BPM
practices
Appoint owner-
manager
Bonus to
employee
Co-operation
Radical
IT use
Training
Types of
relationship
One to one
One to
many
Many to one
Many to
Automated
Coupling
Free
Cost-savings
Compliances
Business risk of
failure of IT
Top management
Outdated
Gap analysis
Over-engineering
Not flexible
Software failure
Deficient project
Insufficient resources
Inadequatetraining
human resource
management, technology
dept, & infrastructure
Information as a
Business Asset
Major improvements
Secondary- procurement,
ERD
Fundamental re-thinking,
and radical re-design of
existing business process
To achieve dramatic
improvement, in critical,
contemporary measures of
performance such as cost,
quality, service, & speed.
Achieve 80-90%
transformation
'Clean slate approach'
Benefits of
BPR
VCA
AI
Must be available,
accessible service within
organization by
continuous updating the
old database system
useful, digital,
accessible, relevant,
accurate, trustworthy,
searchable,
understandable, &
shareable
Treated as a valuable
commodity
Allow decision-makers to
better an organization's
performance
Decision-making process
can be badly hampered
without effectively
BPR success
factors wide
Organization
commitment
BPR team
composition
Business needs
analysis
Adequate IT
infrastructure
Effective change
management
Approaches
to mapping
system
Entity relationship
Data flow
Systems flow
System outline
Decision tree
Decision table
Parts of
decision-table
Condition stub
Action stub
Condition entries
Action entries