1Part I
2059.1.1 Value Stream Mapping
2Part II
2069.1.1.1 Value-added analysis
3Part I
2079.1.1.2 Value-adding activities
41.1 What is Business Process Management (BPM)?
2089.1.1.3 Business value-adding activities
51.1.1 What BPM isn’t
2099.1.1.4 Non-value-adding activities
61.1.2 Is BPM like task or project management?
2109.1.2 Waste Analysis
71.1.3 Why does business process management matter?
2111. Move
81.2 BPM Lifecycle: The 5 Steps in Business Process Management
212Unnecessary transportation
9Step 1: Design
213Example:
10Step 2: Model
214Motion
11Step 3: Execute
215Examples
12Step 4: Monitor
2162. Hold
13Step 5: Optimize
217Inventory
141.3 What are the various kinds of business process management?
218Examples
15Integration-centric BPM
219Waiting
16Human-centric BPM
220Examples
17Document-centric BPM
2213. Overdo
181.4 Business process management examples
222Defects
191. HR
223Examples
202. Sales
224Over Processing
213. Finance: Features every competent business process management tool should have are:
225Examples
221.5 What are the benefits of Implementing Business Process Management?
226Over Production
231. Improved Business Agility:
227Examples
242. Reduced Costs and better Revenues:
2289.1.3 Pareto Analysis
253. Higher Efficiency:
2299.1.4 Root Cause Analysis
264. Better Visibility:
230Why-why diagram example
275. Compliance, Safety, and Security:
231Cause-effect (Fishbone) diagram
281.6 When should Organizations Implement Business Process Management?
232Categories of causes: Six M
291.7 Summary
2331. Machine: factors stemming from technology used
301.8 Questions
2342. Method: factors stemming from the way the method is meant, understood, or performed
31References: Figure Resource
2353. Material: factors stemming from input materials or data
322.1 Introduction
2364. Man: factors stemming from wrong assessments or incorrect performance of steps attributable to:
332.2 History
2375. Measurement: factors stemming from reliance on:
34Adam Smith
2386. Milieu: Factors outside the scope of the method
35Frederick Winslow Taylor
2399.1.5 Register of Issues
36Peter Drucker
240Issue Register
372.3 Importance of Business Process: Key reasons to own well-defined business processes
241Issue Register Structure
382.4 An example of a business process
2429.2 Quantitative Process Analysis
392.5 The seven steps of the business process lifecycle
2439.2.1 Flow Analysis
40Step 1: Define your goals
244The disadvantage of flow analysis is:
41Step 2: Plan and map your process
2459.2.1.1 Why is flow analysis not enough?
42Step 3: Set actions and assign stakeholders
2469.2.1.2 Queuing Analysis: Prototype Example – ER at a Hospital
43Step 4: Test the method
2479.2.1.3 Delay is Caused by Job Interference
44Step 5: Implement the method
2489.2.1.4 Burstiness Causes Interference
45Step 6: Monitor the results
2499.2.1.5 Job Size Variation Causes Interference
46Step 7: Repeat
2509.2.1.6 High Utilization Exacerbates Interference
472.6 Benefits of using business process software
2519.1.1.7 The Poisson Process
48Reduction of risks
2529.2.1.8 Negative Exponential Distribution
49Elimination of redundancies
2539.2.1.9 Queuing Theory
50Minimized costs
254Queuing theory: basic concepts
51Improved collaboration
255Basic characteristics:
52Agility
256M/M/1 queue
53Improved productivity
257Assumptions:
54Higher efficiency
258FIFO
55Higher compliance
259M/M/c queue
562.7 What are the essential attributes of a perfect business process?
260Queuing Analysis – Hospital Scenario
572.8 What are some terms associated with business processes?
2619.2.3 Process simulation
582.9 Kinds Of Business Processes
262Versatile quantitative analysis method for
591. Primary (core or key) business process
263In a nutshell:
602. Support business process
264Elements of a simulation scenario
613. Management business process
265Choice of the probability distribution
622.10 Business Process Development Steps
2669.3 Summary
631. Set the goal you would like to attain
2679.4 Questions
642. Map out your strategies for achieving the goals you set
268References: Figure Resource
653. Define individual tasks
26910.1 What is Business Process Design?
664. Perform a test run
27010.2 How to Do Business Process Design
675. Implement the business process
27110.2.1 Implicit Processes
686. Keep track of implementation results
27210.2.2 Structured Processes
697. Rinse and repeat
27310.2.3 The Next Steps: BPI & BPM
702.11 Summary
274Business Process Improvement (BPI)
712.12 Questions
275Business Process Management (BPM)
72References: Figure Resource
27610.3 The nine principles of business process design
733.1 Introduction
2771. Moments of truth
74Approach
2782. Adding value for the customer
75• Centralized
279Why?
76• Distributed
2804. Caution: Avoid over-automating!: Remember this:
77Process Hierarchy
2815. Business process standardization
78• Top Down
2826. Business rules
79• Bottom-Up
2837. Compliance
80Technique
2848. Validating the business process design
81• Freeform
2859. Simplicity in business process design
82• Structured
28610.4 How to Design a Business Process
833.2.2 Process Modelling
28710.4.1 Designing a business process
843.2.3 Review Workshops
28810.4.2 Identifying and defining the problem
853.2.4 Benefits
28910.4.3 Identifying inputs, outputs, parties, and procedures
863.2.5 Challenges
29010.4.5 Mapping out the method
873.2.6 Dos and Don’ts
29110.4.6 Testing the method
883.3.1 Benefits
29210.5 Main functions of Business Design
893.3.2 Challenges
29310.6 Summary
903.3.3 Dos and Don’ts
29410.7 Questions
913.5.1 Better Analysis
295References: Figure Resource
923.5.2 Closer Integration with end-to-end BPM
296Part II
933.7 The purpose/example
29711.1 What is Business Process Monitoring?
943.8 History
29811.2 Phases involved
953.9 Summary
29911.3 Governance Model
963.10 Questions
30011.4 Interaction with other SAP Solman tools
97References: Figure Resource
30111.5 The journey towards E2E Integrated Business : 11.5.1 Services
984.1 Introduction
30211.6 How Business Process Monitoring Can Streamline Your Processes
991. Review plans and objectives
30311.6.1 What is business process monitoring?
1002. Determine the work activities necessary to accomplish objectives
30411.6.2 Different aspects of business process monitoring
1013. Classify and group the required work activities into manageable units
30511.6.3 Functional monitoring
1024. Assign activities and delegate authority
30611.6.4 Technical business process monitoring
1035. Design a hierarchy of relationships
30711.6.5 Process monitoring
1044.2 Work Processes: Insights for Managers
30811.6.6 The need for business process monitoring
1054.3 Behavioural Processes
30911.6.7 Key benefits of business process monitoring tools
106Decision-Making Processes
31011.6.8 How can any organization help along with your BPM needs?
107Communication Processes
31111.6.9 Business process monitoring tools are key to your organizational success
108Organizational Learning Processes
31211.7 How useful is business process monitoring?
1094.4 Change Processes
31311.7.1 Why exactly should the business be involved?
1104.5 A Recap of Organizational Processes
31411.7.2 Actional and nJams compared
1114.6 Managerial Processes
31511.7.3 The bigger picture
1124.6 Direction-setting Processes
31611.8 Use of Business Process Monitoring
1134.8 Negotiating and Selling Processes
31711.8.1 Prerequisites
1144.9 Monitoring and Control Processes: Recapping Managerial Skills
31811.8.2 Procedure: Displaying Details of Business Processes
1154.10 Summary
31911.9 Summary
1164.11 Questions
32011.10 Questions
117References: Figure Resource
321References: Figure Resource
1185.1 Building an Enterprise Process Map
32212.1 Introduction
119An enterprise process map…
32312.2 Definition
120Step 1: Leadership Interviews
32412.3 Background and History
121Step 2: Initial Draft– Create an initial view of the enterprise process map
32512.3.1 Origins
122Step 3: Distribution and Feedback
32612.3.2 Specialization - ‘Division of Labour’, 1776
123Step 4: Confirmation Session
32712.3.3 Analysis of specialized Tasks - ‘Time and Motion,’ the early 1900s
1245.2 Enterprise Process Management is Imperative for Every Organization
32812.3.4 Work Process Flow - ‘The One Best Way,’ early to mid-1900s
125There are two ways to deal with these changes:: Here are just a couple of painful examples:
32912.3.5 Disenchantment with the production line, the 1930s
1265.2.1 The Importance of IT and Business Collaboration: There is No Time just like the Present to Launch Your Enterprise BPM Initiative
33012.3.6 Workflow, the mid-1970s
1275.2.2 Establishing and Prioritizing the BPM Process Scope
33112.3.7 The Quality Era, the 1980s
1285.3 Business process management: The key to enterprise agility
33212.3.8 Business Process Re-Engineering (BPR), the 1990s
129Business process management goals
33312.3.9 Business Process Modelling, the 2000s
130Value of business process management
33412.4 Why Use Business Process Modeling: Top 5 Benefits
131BPM vs. RPA
33512.5 Purpose: Adding Value for the Customer
132Business process management examples
33612.6 What are the various Business Process Modelling Techniques?
133• Mitel Networks turns to kaizen to streamline business processes
3371. Business Process Modeling Notation (BPMN)
134• Eaton’s RPA center of excellence pays off at scale
3382. UML Diagrams
135• Anthem taps RPA, AI in digital transformation push
3393. Flowcharts
136Business process management software
3404. Gantt Charts
137Core capabilities include:
3415. PERT Diagrams
138Some of the highest BPM tools include:
34212.7 What are the benefits of Using Business Process Modelling?: Advantages
1395.5 Summary
34312.8 Importance of Business Process Modelling for Your Business
1405.6 Questions
344(1) Align Operations with New Business Strategy
141References: Figure Resource
345(2) Improve Process Communication
1426.1 BPM technology: 4 tools to improve the management of your business
346(3) Increase Control and Consistency
1436.1.1 BPM technology – an improvement method
347(4) Improve Operational Efficiency
1446.1.2 Capabilities of BPM technologies
348(5) Gain Competitive Advantage
1456.1.3 Five tools of BPM Technology Tools
34912.9 Tips for creating Business process models
1461. Business Process Analysis (BPA) – Process and Workflow Modelers
35012.10 Summary
1472. Rules Engines or Business Rules Management Systems (BRMS): Some benefits of Rules Engines include
35112.11 Questions
1483. Business Process Management Suites (BPMS): 4. Business activity monitoring (BAM)
352References: Figure Resource
1496.2 Understanding Tech’s Role in Process Management
35313.1 What is Business Transformation?
1506.3 Business Process Management Technology
35413.2 What are the kinds of Business Transformation?
1516.4 Examples of BPM Technology
355Business process transformation
152Rules Engines : Process and Workflow Modelers
356Information/data/digital transformation
1536.6 Business Process Monitoring: Business Process Management Suites
357Organizational transformation
1546.7 The Benefits of BPM Technology
358Management transformation
1556.8 Summary
359Cultural transformation
1566.9 Questions
36013.3 What do product managers get to realize business transformation?
157References: Figure Resource
36113.4 How does one Implement Business Transformation?
1587.1 BPM Tools Features & Capabilities
36213.5 The 4 Steps of the Business Transformation Process
1597.2 BPM Software Uses
3631. Having the proper strategic vision
1607.3 Benefits of BPM
3642. Implementation is going to be the most difficult part of the Business Transformation Process
1617.4 BPM vs. Low-Code Development
3653. The largest challenge will be a leadership attached to the organization’s current success
162Cloud BPM
3664. When starting a business transformation process, have a full understanding of customers’ wishes
163Here are a number of the best BPM Tools according to G2 Crowd:
36713.6 New market trends from Business Transformation Processes
164• Kissflow
36813.7 Business Process Transformation and Digital Transformation: Is There a Difference?
165• ProcessMaker
36913.8 Examples of Business Process Transformation
166• Zoho Creator
37013.9 When do you have to Consider Business Process Transformation?
167• Nintex
37113.10 Proactive vs. Reactive Business Process Transformation: 13.10.1 Why is Now the Time to Act?
168• Bizagi
37213.11 How should you Manage Business Process Transformation?
1697.5 Will the right BPM Tool Solve All Problems?
3731. Define your goals and indicators of success
1707.6 What do you have to search for in Business Process Management Tools?
3742. Break your project down into phases
1717.7 15 Best BPMS (Business Process Management Systems) In 2021
3753. Have a clear, transparent leadership team
1727.7.1 Quickly Compare & Evaluate the 15 Best BPMS Solutions
3764. Understand the boundaries of your current resources
1737.7.2 Business Process Management System (BPMS) Comparison Criteria
37713.12 Who Has Transformed Their Business Processes Successfully?
1747.8 Summary
3781. Nike
1757.9 Questions
3792. Shell
176References: Figure Resource
3803. Walmart
1778.1 What is Business Process Analysis? : 8.1.1 Don’t Confuse Business Process Analysis With Business Analysis
38113.13 Challenges in Business Process Transformation
1788.2 Who evaluates business processes?
38213.14 When do you have to Apply Business Process Transformation?
1798.3 5 steps for business process analysis
38313.15 How British Airways Soared To New Heights
1808.4 Business process analysis tools: Some popular tools for BPA include:
38413.16 Summary
1818.5 Why you would like Business Process Analysis
38513.17 Questions
1828.6 How to Do Business Process Analysis
386References: Figure Resource
1831. Determine the method to analyze
387A
1842. Collect necessary information
388B
1853. Map the method
389C
1864. Analyze the method
390D
1875. Determine potential improvements
391E
1888.7 Process Analysis Techniques
392F
189Identify the processes
393G
1901. What’s our mission?
394H
1912. Who is our client?
395I
1923. What does the customer value?
396K
1934. What are our Key Results?
397L
1945. What’s our plan?
398M
195B. Establish the team
399N
196C. Create a business process diagram/flowchart
400O
197Drawing a process diagram step by step:
401P
198D. Define the AS-IS process
402R
199E. Specify improvement points
403S
200F. Model the method TO BE
404T
2018.8 Summary
405U
2028.9 Questions
406V
203References: Figure Resource
407W
2049.1 Qualitative Analysis
408Z
