Business Process Reengineering (BPR)

Discuss About The Scope And Evlution Of Business Management?

The article is ‘by author Oscar Barros on Business Process Architecture, week 4 article’. For the common understanding of the organization a blueprint is provided of the enterprise and is used to align the strategic objective and techniques demanded is known as the Business Process Architecture. This article provides the background knowledge in understanding what constitutes ‘risk’ and emphasized on how Business Process Reengineering (BPR) remains an agent that triggers risk in many organizations. In order to develop the proposed model that will assist analysts in identifying and mitigating these risks, the authors of this article have fused two existing actor-dependency diagrams; strategic dependency (SD) model, strategic rationale (SR) model and SCOR model.

However, the authors (Oscar Barros 2007) explained the role of general architecture, Business development corresponds to the macro-process Business planning, design chain, enabling processes the support resource management. The consumer chain and supply chain together are equivalent to the value chain. Market and Sell Products and Services, Deliver Products and services and manage customer’s services, which together are equivalent to value chain and management (Jeston and Nelis 2014). This support services are closely related to the Support Resource Management.

This article compliments the objective of identifying potential hazards to an organization. The crucial limitations to the methodology used and risk identification of a project and the relevance of the frame work for managing these risks (Rosemann and vom Brocke 2015). The article is quiet beneficial for identifying and analyzing the relationships of strategic dependency, strategic rationale and business process reengineering.

The article that has been chosen is ‘by Alessandro Margherita, week 6 article’. This article presents Business Process Management (BPM) represents the set of activities that an organization can perform to optimize the adapt or business processe, for new and better organizational need. It can be considered as an extension of classical workflow management system. The process aim is basically at optimizing and standardizing the activities of the organization. It is vital to keep the process up-to-date and as much flexible as possible, in order to meet the value requirements and business objectives. BPM has a life cycle: 1. Goal Specification, Environment and Organizational Analysis; 2. Process Design; 3. Process Implementation; 4. Process Enactment; 5. Process Monitoring; 6. Process Evaluation. The main purpose of this article is to analyze the Business Process Management of an organization and to analyze the background to business processes in historical perspective and its advantages and disadvantages of BPM in IT strategies. The purpose of this paper is to elaborate a system view of BPM and presents an actionable body of knowledge to enhance process-related decisions and actions within organizations (Dumas 2013).

Relationship between Strategic Dependency, Strategic Rationale, and the Value Chain

According to the authors of the article a framework was designed for modeling the early-phase requirement of the organizational risk management. Business process can also be defined as sets of activity and tasks which once completed may destine to accomplish an organizational goal. This process must involve the clear input and a single output. These inputs are made up of factors which may contribute directly or indirectly to the added value of product or services (Chang 2016). We can conclude from here that BPM systems are recommended to increase the business efficiency and transparency for the process involvement. By unique creation and delivering customers and shareholding values the industry leaders can view BPM as a way to achieve competitive advantages and hence aligning people, process and technologies are essential part of BPM system.

This article highlights the project implementation planning. Incorporating the framework into the planning and implementation of the encompass determining the model, methods and technical technology. We can get the reflection of how planning is required to determine the risks and consecutively working accordingly.

The chosen articles ‘by Fu-Ren Lin, Meng-Chyn Yang and Yu-Hua Pai on A generic structure for Business Process Modeling, week 8 article’

This is a kind of historic management approach that will develop business effectiveness and technology. This helps in meeting and anticipating the demands of the customers. Optimizing the business with Business Process Modeling Software in present day is used to determine the business process of any organization, for improvement and optimization. It is not to be mistaken that business process management, business process modeling are most often makes use of a standardized business process modeling notation (BPMN). BPM software is designed to be used by the business people to oppose the IT professionals. There are several benefits of BPM like Cost decreasing, Increase in revenue, Improved Agility. BPM delivers the same major benefits as traditional enterprise application technology like ERP. This results in workforce productivity.

According to the author, Factors are categorized into management processes, support business process and organizational processes. The operation of a particular organization system is governed by the management process. And the core business is hence constituted by operational processes. Supporting process like human resources and accountancy supports the core business processes (Harmon 2015). The processes that are used to make the components to work cohesively and effectively, for the development of the company require skillful management. BPM helps businesses to respond on changing consumers, markets and hence regulated the demands much quicker than then competitors that create competitive advantage.

Life Cycle of Business Process Management (BPM)

The article helps us to know the different views of the organization and the various business strategies by which the economical activates can be controlled. It also sheds-light on the relationship between business strategies and business design (Hammer 2015).

The article is ‘by author Oscar Barros on Business Process Architecture, week 4 article’. For the common understanding of the organization a blueprint is provided of the enterprise and is used to align the strategic objective and techniques demanded is known as the Business Process Architecture. This article provides the background knowledge in understanding what constitutes ‘risk’ and emphasized on how Business Process Reengineering (BPR) remains an agent that triggers risk in many organizations. In order to develop the proposed model that will assist analysts in identifying and mitigating these risks, the authors of this article have fused two existing actor-dependency diagrams; strategic dependency (SD) model, strategic rationale (SR) model and SCOR model.

However, the authors (Oscar Barros 2007) explained the role of general architecture, Business development corresponds to the macro-process Business planning, design chain, enabling processes the support resource management. The consumer chain and supply chain together are equivalent to the value chain. Market and Sell Products and Services, Deliver Products and services and manage customer’s services, which together are equivalent to value chain and management (Jeston and Nelis 2014). This support services are closely related to the Support Resource Management.

This article compliments the objective of identifying potential hazards to an organization. The crucial limitations to the methodology used and risk identification of a project and the relevance of the frame work for managing these risks (Rosemann and vom Brocke 2015). The article is quiet beneficial for identifying and analyzing the relationships of strategic dependency, strategic rationale and business process reengineering.

According to the authors of the article a framework was designed for modeling the early-phase requirement of the organizational risk management. Business process can also be defined as sets of activity and tasks which once completed may destine to accomplish an organizational goal. This process must involve the clear input and a single output. These inputs are made up of factors which may contribute directly or indirectly to the added value of product or services (Chang 2016). We can conclude from here that BPM systems are recommended to increase the business efficiency and transparency for the process involvement. By unique creation and delivering customers and shareholding values the industry leaders can view BPM as a way to achieve competitive advantages and hence aligning people, process and technologies are essential part of BPM system.

Benefits of BPM

This article highlights the project implementation planning. Incorporating the framework into the planning and implementation of the encompass determining the model, methods and technical technology. We can get the reflection of how planning is required to determine the risks and consecutively working accordingly.

The chosen articles ‘by Fu-Ren Lin, Meng-Chyn Yang and Yu-Hua Pai on A generic structure for Business Process Modeling, week 8 article’

This is a kind of historic management approach that will develop business effectiveness and technology. This helps in meeting and anticipating the demands of the customers. Optimizing the business with Business Process Modeling Software in present day is used to determine the business process of any organization, for improvement and optimization. It is not to be mistaken that business process management, business process modeling are most often makes use of a standardized business process modeling notation (BPMN). BPM software is designed to be used by the business people to oppose the IT professionals. There are several benefits of BPM like Cost decreasing, Increase in revenue, Improved Agility. BPM delivers the same major benefits as traditional enterprise application technology like ERP. This results in workforce productivity.

According to the author, Factors are categorized into management processes, support business process and organizational processes. The operation of a particular organization system is governed by the management process. And the core business is hence constituted by operational processes. Supporting process like human resources and accountancy supports the core business processes (Harmon 2015). The processes that are used to make the components to work cohesively and effectively, for the development of the company require skillful management. BPM helps businesses to respond on changing consumers, markets and hence regulated the demands much quicker than then competitors that create competitive advantage.

The article helps us to know the different views of the organization and the various business strategies by which the economical activates can be controlled. It also sheds-light on the relationship between business strategies and business design (Hammer 2015).

References

Lin, F.R., Yang, M.C. and Pai, Y.H., 2002. A generic structure for business process modeling. Business Process Management Journal, 8(1), pp.19-41.

Harmon, P., 2015. The scope and evolution of business process management. In Handbook on business process management 1 (pp. 37-80). Springer Berlin Heidelberg.

Hammer, M., 2015. What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer Berlin Heidelberg.

Barros, O. and Julio, C., 2011. Enterprise and process architecture patterns. Business Process Management Journal, 17(4), pp.598-618.

Jeston, J. and Nelis, J., 2014. Business process management. Routledge.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.

Elia, G. and Margherita, A., 2016. A Collective Intelligence Platform for Developing Technology Entrepreneurship Ecosystems. In Creating Technology-Driven Entrepreneurship (pp. 195-220). Palgrave Macmillan UK.

Dumas, M., La Rosa, M., Mendling, J. and Reijers, H.A., 2013. Fundamentals of business process management (Vol. 1, p. 2). Heidelberg: Springer.

Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.

Lin, F.R., Yang, M.C. and Pai, Y.H., 2002. A generic structure for business process modeling. Business Process Management Journal, 8(1), pp.19-41.

Harmon, P., 2015. The scope and evolution of business process management. In Handbook on business process management 1 (pp. 37-80). Springer Berlin Heidelberg.

Hammer, M., 2015. What is business process management?. In Handbook on Business Process Management 1 (pp. 3-16). Springer Berlin Heidelberg.

Barros, O. and Julio, C., 2011. Enterprise and process architecture patterns. Business Process Management Journal, 17(4), pp.598-618.

Jeston, J. and Nelis, J., 2014. Business process management. Routledge.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.

Elia, G. and Margherita, A., 2016. A Collective Intelligence Platform for Developing Technology Entrepreneurship Ecosystems. In Creating Technology-Driven Entrepreneurship (pp. 195-220). Palgrave Macmillan UK.

Dumas, M., La Rosa, M., Mendling, J. and Reijers, H.A., 2013. Fundamentals of business process management (Vol. 1, p. 2). Heidelberg: Springer.

Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC Press.