Business Process Re Engineering. Diamgram

8/8/2019 Business Process Re Engineering. Diamgram

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Business Process Reengineering (BPR) Services Overview

We understand the needs of companies and they must find new ways to manage their

business. They face increasing competition, and the need to cut costs while at the same

time improves quality and customer satisfaction and loyalty. Business processes are the

foundation for companies to improve efficiencies, implement automated or streamlined

processes and become more competitive.

PM ATLAS provides Business Process Re-engineering (BPR) solutions that

assist companies to fundamentally rethink and redesign how their organization will meet

its strategic objectives. We emphasize innovation, flexibility, quality service delivery, and

cost control by re-engineering business methods and supporting processes using state-

of-the-art BPR tools and methodologies.

PM ATLAS has demonstrated the value of our approach to business process

reengineering in a variety of projects from traditional technology projects (e.g. large-

scale software implementations) to more business focused projects where weimplemented improved business processes via documentation, change management and

training. We believe the key to our success in the BPR arena is our focus on ensuring

business ownership and buy in to goals, objectives and results.

Our Approach to BPR

At the basis of our approach to BPR is the capture and validation of Current State ("As

Is") through an iterative process involving exisiting documentation, employee interviews

and performing analysis on these "As Is" processes to determine areas for

improvement. This process results in the development of Future State ("To Be") process

flows and supporting gap analysis and documentation.


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Services

A. Management Consultancy: Business Turnaround

Business turnaround through

o Knowledge conversion

o Management System

o Critical Business Analysis

o Corporate Governance & Human Appreciation

Business Process Analysis & tools


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o Business Process Assessment

o Business Process Re-engineering

o Business Perspective Reviews

o Enterprise Management

o Design & Development of effective systems.

Solution Process

Business Benefits

Direct Indirect

Enhanced Moral & Management Values. Organization Image overhauls and Market

positioning.

Improved Governance of Business Processes.Scaling Financially and across Geography.

Scintillating work culture and quality Human

Resource.

Opens up the opportunities for Organic as well

as Inorganic Growth.

Matured Expressions of Stakeholders. Opens up Joint Venture and Investment

opportunities.

Increased Efficiency and profitability. Many more

Many moreB. Knowledge ManagementWe believe 'Improvement requires Change'

Your existing system is designed to deliver the results youre currently getting;

If you want different results, you must change the SYSTEMS!

Process:

Identify Concerns & Constraints

Develop the mechanism for Knowledge sharing and effective monitoring

Identify: What to change? To what to Change? How to cause the change? Overcoming the resistance to change.

Develop Solutions from stakeholders perspective

Implement solution at Process, Product/Services, People dimensions

C. Learning & Development and Human Resource

Processes management: End to end process assessment customization, alignment & calibration vis a vis business objectives

Portfolio Management: End to end portfolio outsourcing & management

Products: Customized L&D Interventions, Capability Development Initiatives & Programs aligned to business objectives

D. Project ManagementProject Management Process:

The application of Knowledge, Skills, Tools & Techniques to Project activities in order to meet Project Requirements

Developing Project Management perspective and Roadmap.

Planning the optimization of Project process with Global benchmarking.

Developing the mechanism for Knowledge sharing and effective monitoring.

Project closure and hand over.

Project Management:

Project Feasibility, Project Planning, Project Management & Project execution in following sector

* Energy Sector * Education Sector

* Infrastructure Sector * IT & ITES


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http://www.emeraldinsight.com/journals.htm?articleid=843452&show=html
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Business process Management Solutions

Business Process Management (BPM) is an emerging field of knowledge andresearch at the intersection between management and information technology,encompassing methods, techniques and tools to design, enact, control,and analyze

business involving people, organisations, applications, documents and other sourcesof information.

BPM differs from business process reengineering, a management approach popularin the 1990s, in that it does not aim to create one-off revolutionary changes tobusiness processes. It strives to set off continuous evolution of the process. In thiseffort, BPM usually combines management methods with information technology toachieve the best results

Business Process Management is a management model that allows theorganisations to manage their processes as with their other assets and constantlyimprove and better them over an extensive period of time. In the case of a largeorganisation, a good business process management system enables the business toadapt to day to day changes in business processes caused by competitive,regulatory or market challenges without overly relying on its IT departments.

Business Process ManagementLife-cycle

Currently I read a german book about modern management and important

The activities which constitute businessprocess management can be grouped intofive categories: Design, Modeling,

Execution, Monitoring, Optimization.

BPM, BPR and ECM

BPM is also related to Business ProcessReengineering (BPR) and EnterpriseContent Management (ECM). ECMinvolves managing the capture, storage,use, security, control, retrieval, anddistribution of information and documentswithin an organisation.


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methods. It covers methods like benchmarking, total quality management,

target costing and also about business engineering.

You can find thousands of books about business process engineering. But at

the end its all about getting back to the roots of a company, concentrating at

the core competences and most critical factors of success. Customers and

customer satisfaction is for all companies the core of business. Only

customers create revenue, not products, not the management, as one of the

greatest leaders and former CEO said.

To satisfy customers, you have to improve your business everyday and try to

get better. To stay number one, learn to think how number two thinks. There

are several methods to improve quality, e.g.TQM and others. But quality

influences costs and customers not always want the high quality and high tech

product for every day use. Price of the product and image of the company may

also be important for a customer when he decides to buy a product or not.

Companies run very fast into the magic triangle of Get better, Get leaner

and Get faster with respect to competitors as you can see in the picture

below. Because of all these aspects its worth for a company to examine their

processes steadily and learn from the best of breed. Business Process

Reengineering (BPR) is only one method to improve core processes. Goal of

BPR is to improve one special process, maybe sales order processing. But as

you know sales order processing has effects on many other processes. If you

decide to improve this one, you run into Business Reengineering (BR). At the

heart of BR are the whole company and its processes. Managers have to

think, why do we do this or why do we do that, what we do? The core idea of

BR is to structure companies by processes not by functions. Its intense is to

restructure the whole company from the viewpoint of an information-oriented

management. The market for software tools supporting Reengineering projects

has steadily evolved over the years. The requirements for these tools are very

high. Typical requirements are:

1. Business Process Analysis

2. Process-Flowchart

3. Business Process simulation

4. Project management

5. Human resources planning

6. Documentation of improvements

7. Acitivity-based costing

8. Job or functional evaluation

9. Lead time investigations

Here comes SAP Netweaver platform in the picture.

Let me go through all of this requirements and how SAP Netweaver platform

supports the different requirements.

1.) BPA

Thats part of eSOA methodology. Available tools Enterprise Service

workplace, SAP Netweaver Developer Studio, WebDynpro for ABAP/JAVA.


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Here you can design your new business processes.

2.) Process flowchart

Its similar to 1.) You can also use Guided Procedures or Visual Composer for

graphical display.

3.) BP Simulation

For this you can use Business Intelligence and Integrated Planning functions

together with your developed webservices and Guided Procedures from

requirements 1.) and 2.). You may need special developments for setting up

the simulation and getting results.

4.) Project management

Thats classical done with either CO-PS or cProjects in your ECC. Bring the

data to BI. Create Queries, display and drill-down the data and finally publish it

in a portal environment.

5.) Human Resources Planning

This can be done with ECC HR standard functionality. Loading up data to BI

and use it within Integrated Planning. Publish it into portal.

6.) Documentation

You can solve it with Knowledge Management functionality within portal.

7.) Activity-based costing:

You can use ECC standard CO functionality. Results can be loaded into your

BI, analysed and results published in the portal.

8.) Job or functional evaluation

This I see as part of ECC Human Resources functionality, published in portal.

9.) Lead time investigations

Lead times are saved in ECC. Upload data into your BI for further

investigations. Here you can measure performance of your new processes or

compare it to lead times of best of breed companies.

All described functionality does not come out of the box. You have to do

development work. But I see this as big advantage in comparison to other

software tools. You can adapt the SAP Netweaver fridge to your companys

needs and requirements. If you have good tools, there is no need to replace it.

Use SAP Netweaver for these parts of the project where you get the big

benefits.

Juergen Noe is a BI consultant and developper for IBSolution GmbH


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[email protected]

BUSINESS PROCESS EVALUATION AND IMPROVEMENTUsing various interactive quality tools such as business process re-engineering and informal workshops, identify and breakdown your company processes to identify opportunitiesto improve the efficiency and effectivity of your business whatever the service or product. Click Here to view the Flow Chart >

OUTSOURCE BUSINESS ACTIVITIES

Not every company has the luxury of an indirect workforce to discharge the Quality Assurance or Quality Control processes and procedures necessary to maintain accreditation toa quality standard or just to run the annual internal or external audit programme. By engaging Aragon, you will be able to save time, effort and cost in sub-contracting theseactivities and gaining the use of experienced quality professionals who will bring best practice to this area of your business. Click Here to view the Flow Chart >
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SUPPLIER DEVELOPMENT AND APPROVALAragon has a vast experience of dealing with the supply chain. Our professionals have developed and managed critical aerospace supply routes across t he world from Americathrough Europe to Malaysia. This can be a delicate operation, not only understanding the cultu ral differences but also to manage such programmes on foreign soil- we have the

experience to project manage such programmes for you. Click Here to view the Flow Chart >

STANDARD OPERATING PROCEDURES (SOPs)Are clearly defined document procedures to record individual responsibiliti es and actions required to discharge defined processes. SOP's are widely used throughout the HotelIndustry.Click Here to view the Flow Chart >

BUSINESS QUALITY MANUALAragon can produce a Quality/Business Manual to support your application to achieve quality standards such as ISO9001:2000; AS9100 together with Environmental and Health& Safety systems.Click Here to view the Flow Chart >

GAP ANALYSIS FOR ACCREDITATIONAragon will evaluate your current business processes and procedures to produce a formal gap analysis in the form of a formal presentation document to identify where effort isneeded to close any gaps prior to embarking on the route to accreditation to International Standards. This service may include supporting visits, if required, from officiallycertified/accredited bodies working closely with Aragon Consulting Services Limit ed.Click Here to view the Flow Chart >

INVESTORS IN PEOPLEUsing proven Gap Analysis methodology we will identify areas of your business where action is required to comply with the Investors In People (IIP) model. We can work withour clients to achieve accreditation to the IIP framework. Click Here to view the Flow Chart >

HOTEL ASSESSMENTSThis service provided is a complete lif ecycle analysis from the booking process to departure plus everything in between. The aim is to improve hotel standards, to increase andmaintain guest retention and complete satisfaction.

Our report to you will identify recommendations and action plans. We will work with you to ensure your requirements are implemented and audited. Size of premises does not

effect the quality of our operation and report. Working together with our cl ients with no surprises or gimmicks we agree up front when we plan to arrive and exactly what outputyou require from our visit.Click Here to view the Flow Chart >

RISK ASSESSMENT

Aragon Consulting Services Limited has a comprehensive list of risk assessment models addressing the key areas of your business. Call us today for a no-obligation review ofyour business to see what we can offer you. Moving into new premises? you may like to take advantage of this service we offer by starting the process with a f ire risk assessmentof the building.Click Here to view the Flow Chart >

TRAINING AND DEVELOPMENT

Several training packages are available from Quality Auditing to Performance Management Objective setting. Call us to discuss your requi rements.Click Here to view the FlowChart >

DOCUMENT ARCHIVING & STORAGE SOLUTIONSProvision of secure and dedicated customer units for the storage of documents etc. Safe and protected environment with excellent rates.Collection and delivery service available.

Please contact us for a tailored quotation to meet your requirements.Click Here to view the Flow Chart >

CORPORATE EVENT MANAGEMENTUsing the quality services of Aragon Consulting Services Limited, we arrange personalised client events packages to meet your requirements. An events coordinator will work

closely with you to define, arrange and manage the event you require.
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Process Management

Operational excellence is increasingly high on the agenda of managersand CEOs, who recognize that world-class operations are the key tostaying ahead of the competition.

Many of the issues companies face in striving for Operational Excellence are common across industries:

How do you manage the increasing variety in customer demand and reduce product cost at the same time?

How do you integrate the newly emerging markets, such as China or India, into the overall operations network?

How can you contribute to product and process innovation?


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How do you master increasing complexity along the entire value chain?

How can you develop an intelligent approach to building and managing extended supplier networks and outsourcing?

How do you sustain lasting efficiency?

The Process Engineer Ltd can help.

With many years' experience across a wide range of industries, we are experts in the latest thinking and best practices inOperations Management. Our insight covers operations strategy, manufacturing operations, innovation and excellence in the

value chain.

Our suite of services measures whether your operations are in line with your overall business strategy and its associated

financial objectives. We can help you define the critical areas in your operational value chain and determine how to achieveleadership in them. We can also define the optimal network of facilities required by your business to meet volume and service

demand while minimizing the total cost of products or services delivered.

Specifically, we can help with:

Operations Strategy

Interim Management (supply of an operations manager)

Process Design

Design of Products and Services

Layout and Flow

Process Technology

Job Design and Work Organisation

Capacity Planning and Control

Inventory Planning and Control

Lean Operations and Just-in-Time

Failure Prevention and Recovery

We work alongside clients to:

Achieve dramatic and sustainable improvements in safety, quality, waste reduction, cost efficiency, and operating

flexibility. Greatly enhance their capacity for organic growth.

Enable process speed, faster time-to-market and innovation effectiveness.

Develop end-to-end process performance based customer metrics and insights.

Taking a process-based view, we help our clients identify and resolve challenges, including:

How to optimize processes

How to achieve safety benchmarks and institute best practice

How to innovate faster and better than anyone else

How to integrate technology and process excellence

Idea in Brief

At the macro level, the operations deliver the business strategy and business benefits. At the micro level, Operations are madeup ofProcesses, or unit operations. Process Management deals with the management of the processes which make up the

operation.


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Operations management strategy

Production management

Operations (and process) design

Design of products and services

Layout and flow

Application of technology

Innovation management

Capacity management and planning

Lean and agile operations

Just in time

Six Sigma

Failure/defect prevention

Operations improvement

Idea in Detail

Click on the expandanble panels below for more detail.

Process Management in Context

Operations deliver, or operationalise the business strategy. Their function is to implement strategy, support strategy and drive

strategy. All Operations processes are similar in that they transform input resources into output products and services whichdeliver value to satisfy the various stakeholders.

Effective operations reduce the cost of producing products/delivering services, increase customer satisfaction, reduce capitalinvestment required and provide a footing for future innovation.

The Process Engineer Ltd can help optimise your processes.

Are your processes and operations delivering the value that you expect?

Do you have the capabilities within your ranks to fulfil the expectations of your stakeholders?

Operations processes also differ in their characteristic output in terms ofvolume, variety, variationand visibility(the fourV's). So, managing the individual processes within the Operation and aligning them to the business strategy means that there

are crucial performance objectives which must be met, namely: quality,speed, dependability,flexibilityand cost.

Effective operations reduce the cost of producing products/delivering services, increase customer satisfaction, reduce capital

investment required and provide a footing for future innovation.

The broad responsibilities of the Operations or Process Manager fall into six distinct categories, namely:globalisation,environmental protection, social responsibility, technology awareness and knowledge management.

Production Process Analysis & Optimisation

We can analyse and align your production or manufacturing processes to your chosen strategy. We can analyse and align your

production or manufacturing processes to your chosen strategy.

Business Process Analysis & Re-engineering

We can analyse and align your business processes to your chosen strategy using the well-proven Process Trianglemodel.

By understanding stakeholder needs, desires and expectations we can advise as to where best to focus effort in processcompetence.


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Map no 01

You may contact at 9221- 4857148, 9221-4141329 or 0322-2083032, and [email protected]

3D Educators

Suite # 7, Mezzanine Floor, Noble Heights, KDA Scheme # 7, Opposite Sales Tax House/Askari Park, Main University Road Karachi.


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As illustrated in the preceding figure, Tool is part of the following inheritance hierarchy:


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Type: Abstract

Superclass: DirectProducer

Subclasses:

o Business Process Reengineering Tool

o CASE Tool:

UpperCASE Tool

LowerCASE Tool

o Configuration Management Tool

o Content Management System

o Database Management System

o Documentation Tool

o Management Tool

o Metrics Tool

o Multimedia Tool

o Performance Tool

o Process Engineering Tool

o Quality Tool

o Requirements Tool

o Security Tool

o Storage Management Tool

o System Administration Tool

o Test Tool

Responsibilities

The typical responsibilities of a Tool are to:

Automate work that cannot be performed manually.

Automate work that is normally performed manually by a person to:

o Improve the quality of the resulting work.

o Improve productivity.

Guidelines

The tools should support the process, not the other way around. First select the project-specific

process, then pick the best tools to support the process.

Look for tools that interface to produce an Integrated Development Environment (IDE).

Do due diligance to determine the actual capabilities and limitations of the tools instead of relying

totally on the tool vendor's marketing.

Challenges

This website contains information that will enable its users to successfully meet the following challenges:

Business Engineering:

o Businesses are rarely engineered.

o Business processes are obsolete or inappropriate.

o Businesses are often poorly or inappropriately organized.
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o Businesses have difficulties introducing new information technology that could enable

new applications that can improve the way the businesses do business.

o Businesses are information-intensive and require numerous applications to support their

business processes.

o Businesses have difficulties selecting and prioritizing new applications.

Development Organization:

o Development organizations are not implementing the best industry practices and are

sometimes even implementing known worst practices.

o Development organizations are improperly implementing best industry practices.

o Development processes are not properly specified and communicated to those who will

use them.

System Development, Usage, and Retirement:

o Systems typically contain large amounts of software, which is intrinsically intangible,

abstract, and complex.

o Software-intensive systems are often highly complex due to both intrinsic and accidental

complexity.

o Software-intensive systems are expensive to develop and maintain.

o Software-intensive systems requirements often do not meet customer goals.

o Software-intensive systems are typically delivered:

Behind schedule.

With large cost overruns.

With less capabilities than promised or expected.

With inadequate or obsolete documentation.

That are neither reliable nor robust.

o Some 25% - 33% of software applications are never delivered at all.

o Software-intensive systems are often difficult to:

Develop.

Extend to meet new requirements.

Integrate with legacy applications and databases.

Port to new environments (e.g., the Web, n-tier client/server).

Use.

o Maintenance is often complex and error-prone.

To successfully meet thechallenges facing its users, this website provides managers, technologists,

strategists, user experience personnel, process engineers, methodologists, consultants, trainers, and academics

with the best current industry practices for constructing processes to perform:

Business (Re)Engineering including business requirements engineering, business architecting,

digital branding, management, etc.

Application Development(*) including application requirements engineering, architecting,

design, implementation, integration, testing, etc.

Applications Usage including operations, maintenance, content management, and eventual

retirement.

Reusable Component Development including requirements engineering, architecting, etc. of

either individual components or frameworks of related components.

(*) Note that application development may include:

Custom development of one or more new applications from scratch.

Assembling one or more new applications from existing, non developmental item (NDI)

components including:

o Commercial-off-the-shelf (COTS)

o

Government-off-the-shelf (GOTS)o Government furnished equipment (GFE)
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o Open Source Software (OSS)

o Legacy components

Purchasing one or more new applications.

Enhancing one or more existing applications.

Any combination of the above.

Improve Organizational Abilities.Significantly contribute to an organizations ability to engineer and deliver applications that are consistently:

o Of high quality (e.g., correctness, extensibility, reliability).

o Of complete scope.

o On time.

o Within budget.

Improve Processes.

Improve the reengineering, development, operations, usage, and retirement process:

o Improve processes and work product quality.

o Enable continuous process improvement by providing a well-defined and documented process

baseline.

o Manage endeavor complexity.

o Achieve process repeatability and manageability.

o Improve productivity and therefore decrease time to market.

o Improve predictability concerning quality, cost, and effort.

o Deliver work products consistently.

o Improve communication among stakeholders and developers.

Incorporate Best Practices.

Incorporate proven best industry practices in a unified framework:

o Incorporate industry-proven activities, tasks, and techniques.

o Incorporate best practices regarding organizational and team structures as well as complete role

descriptions.

o Incorporate best practices regarding work products such as reusable templates and associated

inspection checklists. Assist Others.

Assist methodologist, academics, and trainers in the development or enhancement of:

o Process support tools and their associated metamodels.

o Engineering maturity and competency models.

o Engineering curricula and competency-based training programs.

o Skill assessment programs and tools.

Document the OPEN Process Framework (OPF).

Provide documentation of the OPF that:

o Is complete, covering all major work products, work units, producers, stages, and endeavors.

o Supports all involved organizations, teams, and roles.

o Supports communication among all stakeholders and developers.

o Is easily teachable and transferable.


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Overview

Every business has a strategy to achieve its goals. Successful businesses learn to use the power of Information Technology to leapfrog into an advantageous position. Investing in IT is expensive, bProcess Improvement, together. Then businesses get a startling advantage which will help them offset the costs and transcend to higher competitive levels.

When IT Strategy is designed with the help of business process consulting, it leads to drastic business process improvement and hence profitability. Many a times, a general improvement in productiMerely having an IT Services division , implementing ERP, investing in infrastructure management tools or buying business intelligence and data warehousing tools, do not help a business stay aheis put together in accordance with the business strategy of the company. The strategy should comprehensively demonstrate that real business value is derived from it.

At Sigma, through our strategic consulting wing we help businesses put together an IT Strategy. Our IT strategy teams have domain knowledge experts who understand a clients business and its retechnology and understanding of IT systems is deep. We can help you synergize IT expense with business value and productivity. With our strategic consulting, we aim to give our clients robust soluconsultants come up with IT strategies which help in delivering business goals.

Approach

At Sigmas strategic consulting group, the analysts have a deep understanding of diverse businesses. Our analysts have the competence to study business and quickly identify the business drivers.

As a first step in our approach to help formulate the IT strategy, our analysts at strategic consulting, understand our clients business and identify the business drivers using the two way approach ofthe members of the business units and analyzing future business drivers jointly arrived at by Sigmas analysts and the clients business representatives.

AS-IS Stateo Based on these business drivers our analysts at business process consulting examine the current state of the business or the AS-IS state. We analyze it from three angle

Opportunities. This level of business process consulting, also throws up obvious weaknesses in the business process flow that need to be rectified.

TO-BE State


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o In strategic consulting, we like our clients to be protected for future in both IT infrastructure management and business processes. The IT strategy we provide must take o

strongly believe our clients ought not to be at the same juncture with the same set of decisions to be made because of poor strategy. With this working in the background, we help our clients arclient has; the strengths they can use in their business within stated time-frames and industry best practices. Towards this goal, our analysts at business process consulting help draw up IT anopportunities against key business drivers.

Gap Analysiso Our strategic consulting experts undertake a gap analysis between the AS-IS and TO-BE states and the gaps are slotted under IT or Process Support or Business Oppo

process consulting group, takes this opportunity to identify gaps in the organizational processes as it can paralyse the IT strategy execution ability. By fixing these, business process improvemeAt Sigma, the strategic consulting group partners with clients in putting together an IT strategy, which is aligned with the business goals of the enterprise. Business process improvement is the

o We suggest to our clients to have a program management framework that approves, monitors and manages all ongoing projects. Our business process consulting team h

enable and support the business goals. Our functional experts and IT specialists from strategic consulting help client businesses ensure that their IT strategy is well aligned with their business

IT Strategy - Alignment

Main Sub-Offerings

A. Contact Centre Consultingo Sigmas Contact Center practices help customers design and implement call centers and further enable call center management. Sigmas facility in North America and Ind

are best in class.

o Depending on the industry, Sigmas solutions help with call center management. We understand that managing customer contacts and providing timely service are key to

o A smoothly functioning call centre with seamless integration of technology and well trained human resources leads to business success. Strategic consulting from Sigma

frameworks and models further lead to business process improvement in Contact Centres.Sigma offers a full range of call center services, encompassing strategic consulting, campaign management, technical consulting, custom implementation and a broad range of business proces


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By outsourcing call centre management to Sigma, our clients have leveraged benefits beyond cost arbitrage including business growth, customer satisfaction and increased productivity.

B. Business Process Consultingo Businesses start with goals. As business spaces are in a constant state of flux because of new processes, systems, regulations, technology or even resources, the capaci

compromised. Sigmas strategic consulting wing steps in at such junctures to help clients reorient themselves in current business spaces even as additional help is offered to future proof them

o Our Business Process Models help arrange our clients business goals and IT requirements in a complimentary fashion. The Business Process Modeling service is a part

delivered by a team of domain and business process consulting specialists. Our IT services background in enterprise application development, business intelligence and data warehousing, givand change management.

o In this highly dynamic business environment, process improvement is a way to excel in business. Quality of the processes can be determined by process maturity tools an

Consulting service offers its clients a comprehensive range of process improvement solutions that covers the best of process/ quality models and proven methodologies and practices. Busineshigher level of process excellence through incremental business process improvements that are made either by using model based approaches (ISO / CMM / ITIL) or non-model based approa

o At strategic consulting, we understand the importance of knowledge management, process documentation, workflow simulation, enterprise integration and data modeling,

enterprise wide. We help clients to optimize their processes. The following diagram depicts how process modeling connects the different aspects of a process into one model.

Our team at Sigmas strategic consulting helps clients in Business Process Re-engineering. We run the current processes through a set of diagnostic tools to identify process improvem

analysts who suggest a set of incremental process changes which can bring about business process improvement.

Our domain experts help our clients redesign processes to work more efficiently and design and institutionalize metrics for measuring business process improvement. This effort which

for our clients can improve efficiencies of the organization at the process level, which in turn will collectively help reach our clients business goals.

C. Balanced Scorecard Consultingo Fortune magazine survey revealed that only 1 in 10 organizations execute their strategies successfully and thus meet their revenue and shareholders objectives.

oThis is because most organizations vision/ mission/ objectives are not understood completely by the employees at all levels, which leads to a disconnect between what t

employees end up achieving.


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Hence an organization focusing on sustained revenue growth and organization development needs to align every process, operational strategy and individual employee towards attaining the c

o Over the years, with Sigmas experience in IT Services our knowledge of IT systems is deep and comprehensive. Within our strategic consulting wing we have domain kn

services and strategic consulting, have contributed to streamlining the systems of various our clients. They have been made productive, effective and lean.Sigma`s consulting for a Balance Score Card approach enables an organization to systematically articulate its all round goals, be it Financial, Customer, Operational or Learning and Growth obsustained growth rather than focusing on short term tactical goals. It then provides a framework for communicating strategy in operating terms organization wide by defining Key Performance Ideveloping strategies to achieve the KPIs Business, Process and Personnel.

o Sigmas strategic consulting wing has worked on the Balance Score Card methodology bringing into it the expertise that they have built in various domains. Our business

the amalgamation of technology and business goals that businesses can flourish.

Business Process Modeling Tools

January 19, 2009

Business Process Modeling Tools are used to create business process models, process flow models, and data flow models.
http://www.saqib-ansari.com/2009/01/business-process-modeling-tools.htmlhttp://www.saqib-ansari.com/2009/01/business-process-modeling-tools.html


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Popular Business Process Modeling Tools

Tool Name Company Name

All Fusion Process Data

Modeler

Computer

Associates

Visio Microsoft

Corporate ModelerCasewise

Systems

ProcartaDomain

Knowledge

Aris Toolset IDS Scheers

Live Model Intellicorp

Workflow Modeler Metasoftware

AionPlatinum

Technology

Holosofx IBM

System Architect BPR Popkin

Designer/2000 BPR

Software

Oracle

Corporation

Provision ProformaCorporation

Smart Draw Smart Draw

BUSINESS PROCESS MODELING EXAMPLE:


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As we know, a business process modeling is a collection or group of related activities or business processes that produce a specific service or

product. Business Process Modeling Example

In order to explain a Business process modeling in a simple manner, let us assume an activity of getting a seat in a college.

To obtain a seat in a college, first the applicant need to submit an application along with GRE and TOEFL scores, school mark sheets,

birth certificate, payments etc. In Business process modeling, these are represented as input s with arrows pointing inwards.

In order to process the application, college should have computing systems; employees, accounting systems etc., and mechanism

arrows represent these.

The application should only be approved upon satisfying several factors like; legal requirements, government rules, valid mark sheets

etc. and control arrows represent these.

When all processes are completed, the applicant will be notified of the selection, scholarships, books etc and output arrows represent

these.

Thus the diagram mentioned provides a clear picture of the activities to join in a college and the information related with that activity.

Ref: www.learndatamodeling.com

The Evolution of Business Process Excellence

Steve Towers

A theme of recent global conferences has been the mix of different approaches to

improving business performance. This quest for business performance improvement as

measured by reducing costs, improving revenues and enhanced service (also known as

the triple crown) is a worldwide phenomena brought on by increasing competition,

greater customer promiscuity, chaotic business cycles and more generally

globalization.


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The pressure continues to increase and companies are seeking to extract every last

opportunity out of their various initiatives and approaches. So what works best then?

The last three decades have seen a gradual refinement of management thinking and practice

to now present a strategic choice for organizations. The route people take should be

determined by the place companies find themselves in, the place they would like to get to andthe speed with which they need to move. Unfortunately all too often companies are choosing

inappropriate methods and tools, investing large amounts of money in dubious technologies

and training their people in techniques already proven suspect in the last century. Why is this

so?

Confucius said Knowing the right thing and not doing it is the ultimate cowardice. None

more so in the current business climate where political and shareholder pressure has resulted

in extreme shorttermism. It is estimated that the average tenure of the CEO in the 21st

century is less than three years and accordingly results need demonstrating in quick-time.

Senior executives faced with this kind of pressure will often revert to what they think they

know best. It is a popular military axiom that the generals in the face of battle will fight thelast war again, despite improvements in machinery and capability. History is littered with

examples of such failures and it seems in business some CEOs are just as culpable. Witness

the recent statements from one CEO of a top three American airline commenting that their

industry (airlines) was really not profitable anymore and at best they are striving for a social

service for the best part? Contrast that with South West airlines and 57 quarters of successive

profit.

Similar comments from the financial service, retailing, pharmaceutical and petroleum

industries appear in the press ever-day. And yet those companies like South West continue to

buck the trend and achieve double digit growth consistently. Delivering the Triple Crown is a

way of life for these companies and interestingly the formula for this success is not difficult

to understand.

So back to the myriad of different approaches and how they compare. There is in fact a

means of understanding which one to choose and what size of benefit may result from the

effective implementation of the correct choice. In terms of timeline the evolution from

acknowledging processes to fully exploiting those covers the best part of thirty years. During

this time practical experience of the different forms of business improvement has resulted in a

range of approaches that can help us determine how best to make our companies more

successful. In the ultimate form the emergence of Customer Expectation Management in the

last two years produces a formula that embraces and suits current business challenges. Arange of industry leading companies have emerged who consistently achieve Triple Crown

plus performance some of their approaches are discussed in our book on this theme.

To better understand the ontology of Business Process Excellence we have produced the

following chart. Explanations of each approach are provided in part by Wikipedia.


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Figure 1: Approaches for Improving Business Performance

(Research of 800+ organizations, BP Group (www.bpgroup.org) 2006-7)

Total Quality Management (TQM)is a management strategy aimed at embedding awareness of quality in all organizational

processes. TQM has been widely used in manufacturing, education, government, and service

industries, as well as NASA space and science programs.

Total Quality provides an umbrella under which everyone in the organization can strive and

create customer satisfaction at continually lower real costs.

Business Process Improvement (BPI)

is a systematic approach to help any organization make significant changes in the way it does

business. The organization may be a for-profit business, a non-profit organization, a

government agency, or any other ongoing concern.

BPI works by:

Defining the organization's strategic goals and purposes

(Who are we, what do we do, and why do we do it?)

Determining the organization's customers (or stakeholders)

(Who do we serve?)

Aligning the business processes to realize the organizations goals

(How do we do it better?)

The goal of BPI is a radical change in the performance of an organization, rather than a series


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of incremental changes (compare TQM). Michael Hammer and James Champy popularized

this radical model in their book Reengineering the Corporation: A Manifesto for Business

Revolution (1993). Hammer and Champy stated that the process was not meant to impose

trivial changes, such as 10 percent improvements or 20 percent cost reductions, but was

meant to be revolutionary (see breakthrough solution).

Unfortunately, many businesses in the 1990s used the phrase "reengineering" as a euphemismfor layoffs. Other organizations did not make radical changes in their business processes, did

not make significant gains, and wrote the process off as a failure. Yet others have found that

BPI is a valuable tool in a process of gradual change to a business.

Six Sigma

is a set of practices originally developed by Motorola to systematically improve processes by

eliminating defects. A defect is defined as nonconformity of a product or service to its

specifications.

While the particulars of the methodology were originally formulated by Bill Smith at

Motorola in 1986,

Six Sigma was heavily inspired by six preceding decades of quality improvementmethodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six

Sigma asserts the following:

Continuous efforts to reduce variation in process outputs is key to business success

Manufacturing and business processes can be measured, analyzed, improved and controlled

Succeeding at achieving sustained quality improvement requires commitment from the entire

organization, particularly from top-level management

The term "Six Sigma" refers to the ability of highly capable processes to produce output

within specification. In particular, processes that operate with six sigma quality produce at

defect levels below 3.4 defects per (one) million opportunities (DPMO).

Six Sigma's implicit goal is to improve all processes to that level of quality or better.

The Lean Approach

is the production of goods using less of everything compared to mass production: less human

effort, less manufacturing space, less investment in tools, and less engineering time to

develop a new product.

The Lean Approach is a generic process management philosophy derived mostly from the

Toyota Production System (TPS) but also from other sources.

It is renowned for its focus on reduction of the original Toyota 'seven wastes' in order to

improve overall customer value but has some key new perspectives on how to do this.

Lean is often linked with Six Sigma because of that methodology's emphasis on reduction of

process variation and Toyota's combined usage (with the TPS).Toyota's steady growth from a small player to the most valuable and the biggest car company

in the world has focused attention upon how it has achieved this, making "Lean" a hot topic

in management science in the first decade of the 21st century.

Business Process Management (BPM)

is the intersection between management and information technology, encompassing methods,

techniques and tools to design, enact, control, and analyze operational business processes

involving humans, organizations, applications, documents and other sources of information.

The term operational business processes refers to repetitive business processes performed by

organizations in the context of their day-to-day operations, as opposed to strategic decision-making processes which are performed by the top-level management of an organization.


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BPM differs from business process reengineering, a management approach popular in the

1990s, in that it does not aim at one-off revolutionary changes to business processes, but at

their continuous evolution. In addition, BPM usually combines management methods with

information technology.

BPM covers activities performed by organizations to manage and, if necessary, to improve

their business processes. In short, Business Process Management is a management model that

allows the organizations to manage their processes as any other assets and improve and

manage them over the period of time.

Customer Expectation Management (CEM)

is an emergent management and business approach with the powerful idea of defining your

business, not in terms of the goods and services you provide, but in terms of "customer

expectations." CEM explicitly links corporate strategy down into every niche and corner of

the enterprise to ensure that your business sets and meets customer expectations --without

exception.

Within CEM everything the organization seeks to achieve should be aligned with achieving

Successful Customer Outcomes anything that doesnt can be regarded as potentially dumb

stuff and eliminated.

Organizations implementing CEM approaches can achieve simultaneous reductions in cost,

improvements in revenue and enhanced customer service (aka the Triple Crown).

Furthermore Regulatory and Compliance requirements may be met and exceededwithouta

negative impact on business performance.

Various CEM approaches, such as the CEMMethod(tm), place the customer firmly at the

centre of everything an organisation does. This evolving field includes world best 21st

century performing companies such as Best Buy, Apple, Gilead Systems, South West

Airlines, Zara and Virgin.

The book Customer Expectation Management Success with Exception (Schurter/Towers

2006) describes the clear and actionable guidelines, along with examples from FedEx, Virgin

Mobile, Best Buy and a budget airline, explaining what companies can do to increase the

customer pipeline, convert higher percentages of that pipeline to profitability, and extend the

duration of the customer relationship where profitability is at its peak.

Reflections on the State of Play

Pressure to perform has never been greater at both a personal and company level. Each of the

approaches has merit depending on the challenge faced however in our recent research

increasingly the players who dominate their markets, those achieving triple-crown plus, are

utilizing approaches and methods falling into the Customer Expectation Management

domain.

The original pioneers of earlier approaches e.g. Toyota & Lean, General Electric & Six

Sigma, have not stood still. In fact they are now the very companies pushing further and

widening the gaps between themselves and rivals through what we have come to know as

CEM. Other notable exponents of CEM type approaches include FedEx, Virgin Group, RyanAir (Europes largest airline), Citibank, Zara and Best Buy.


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Common themes to note are these companies outside-in perspective, their alignment to

achieving and exceeding customer expectations, the constant stretch to delivering Successful

Customer Outcomes and a relentless focus on business success through reduced costs,

improved revenues and enhanced service.

CEM is a natural evolutionary approach and yet remarkable in its ability to produce

immediate and significant impact on corporate performance. It is readily embraced and

incorporates facets of its predecessors. It is easy to understand at all levels (alignment to

achieving Successful Customer Outcomes) and does not require significant technology

investment.

About the Author

Steve Towers, CEO and founder of the BP Group (www.bpgroup.org), is an expert on

process and performance transformation.

Steve founded the first community focused on business process management in 1992. Youcan join the BPGroup here. Steve has bases in England and the United States.

Business Process Re-engineeringProcess Engineering involves Design and Analysis, Workflow Model/Business Rules development and Process Quality Management and Improvement.

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