DEPARTMENT OF BUSINESS INFORMATICS AND OPERATION MANAGEMENT

BUSINESS INFORMATICS RESEARCH GROUP

Process
identification

Process
Process architecture
architecture

Conformance
Conformance and
and Process As-is
As-is process
process
performance
performance insights
insights discovery model
model

PROCESS Process
monitoring and
controlling
Process
analysis

IDENTIFICATION
Executable
Executable Insights
Insights on
on
process
process weaknesses
weaknesses and
and
model
model their
their impact
impact

Process Process
implementation To-be
To-be process
process redesign
model
model
DEFINITION & OUTPUT & RATIONALE
̶ Process Identification
̶ systematically define the set of business processes of
company or a project
̶ establish clear criteria for prioritizing them
̶ Output = Process Architecture
̶ Presents the business processes and their interrelation
̶ Rationale
̶ Understand the organisation or projects
̶ Maximize the ROI of BPM projects
PROJECT BY PROJECT IDENTIFICATION
̶ Alternative to organization wide identification
̶ Very common in organizations
̶ Advantages
̶ More controllable
̶ Easier to achieve results
̶ Very high relevance
̶ Disadvantages
̶ Reactive approach
̶ Leads to incremental process improvements
DESIGNATION PHASE
̶ Objectives:
̶ Gain understanding of the processes that a company is
involved in
̶ Gain understanding in the interrelationship between the
processes
̶ Activities
̶ Process enumeration
̶ Classification of business processes
̶ Scoping of / relate business processes
RELATIONSHIPS BETWEEN PROCESSES

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PROCESS SELECTION
̶ Why?
̶ Not all processes are equally important
̶ BPM is not free
̶ Evaluation criteria
̶ Importance è strategic relevance
̶ Dysfunction: è “health” of process
̶ Feasibility è focus on processes where it is
reasonable to expect benefits
PROCESS SELECTION

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PROCESS PERFORMANCE MEASURES
1. Time
2. Cost
3. Quality
4. Flexibility
5. …

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IDENTIFICATION METHODS
̶ Reference Models
̶ Enterprise Modelling
̶ Business Model Canvas
̶ I*
̶ Value Modeling
̶ Capability Modeling
̶ Business Process Maps
̶ Enterprise Architectures
̶ Zachman
̶ TOGAF
̶ Archimate
REFERENCE MODELS
̶ Reference models are
̶ used as templates to build the process architecture
̶ defined on the basis of proven practices
̶ Elements
̶ Different layers
̶ Collections of process models
̶ (Expected performance is attached to BP è benchmarking)
̶ Examples
̶ Porter’s Classification of business processes
̶ SAP Reference Model
̶ APQC Process classification framework (PCF)
̶ ITIL
̶ SCOR
PORTER’S CLASSIFICATION OF BUSINESS
PROCESSES
• Strategic Planning
• Budgeting
Management • Compliance and risk management
Process • Investors, Suppliers and partners
management

• Design and Development

Core •
•
Manufacturing
Marketing and Sales
Processes • Delivery and after-sales
• Direct procurement

• Indirect procurement
Support • Human resources
Processes •
•
Information Technology
Accounting, Financial and Legal
SAP PROCESS MAP

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APQC PROCESS CLASSIFICATION FRAMEWORK
̶ Cross-industry + industry specific framework
̶ Open standard for benchmarking
̶ Four levels
‒ 12 Categories
‒ Process group
‒ Process
‒ Activity
APQC PROCESS CLASSIFICATION FRAMEWORK
APQC PROCESS CLASSIFICATION FRAMEWORK

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ITIL
̶ Information Technology Infrastructure Library
̶ Contains best practices for IT service management
̶ ITIL v3 contains 5 phases with specific processes
̶ Service Strategy phase
̶ Service Design phase
̶ Service Transition phase
̶ Service Operation phase
̶ Continual Service Improvement

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ITIL

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ITIL: SERVICE STRATEGY PHASE
̶ Goal: design, develop and implement service management
as an organisational capability and a strategic asset
̶ Processes:
̶ Strategy management for IT services
̶ Service Portfolio Management
̶ Business Relationship Management
̶ Financial Management
̶ Demand Management

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ITIL: SERVICE DESIGN PHASE
̶ Goal: design of appropriate and innovation IT services to
meet current and future agreed business requirements
̶ Processes:
̶ Service Catalog Management
̶ Service Level Management
̶ Supplier Management
̶ IT service Continuity Management
̶ Information Security Management
̶ Availability Management
̶ Capacity management

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ITIL: SERVICE TRANSITION PHASE
̶ Goal: deliver services that are required by the business into
operational use
̶ Processes:
̶ Change Management
̶ Release and Deployment management
̶ Service validation and testing
̶ Change Evaluation
̶ Service Asset and Configuration Management
̶ Knowledge Management
̶ Transition Planning and Support

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ITIL: SERVICE OPERATION PHASE
̶ Goal: make sure that IT services are delivered
effectively and efficiently.
̶ Processes:
̶ Event management
̶ Incident management
̶ Problem Management
̶ Request Fulfilment

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ITIL: CONTINUAL SERVICE IMPROVEMENT
̶ Goal: continually improve the effectiveness and
efficiency of IT processes and services
̶ Processes:
̶ Service review
̶ Process Eveluation
̶ Definition of initiatives
̶ Monitoring

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SCOR
̶ Supply chain operations reference (SCOR) model
̶ The model is based on 4 major "pillars":
̶ Process modeling and re-engineering
̶ Performance measurements
̶ Best practices
̶ Skills
̶ Three levels

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SCOR: LEVEL 1 - SCOPE
̶ SCOR is based on six distinct management processes
̶ Plan – Processes that balance aggregate demand and supply to
develop a course of action which best meets sourcing, production,
and delivery requirements.
̶ Source – Processes that procure goods and services to meet
planned or actual demand.
̶ Make – Processes that transform product to a finished state to meet
planned or actual demand.
̶ Deliver – Processes that provide finished goods and services to
meet planned or actual demand, typically including order
management, transportation management, and distribution
management.

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SCOR: LEVEL 1 - SCOPE
̶ SCOR is based on six distinct management processes
̶ Return – Processes associated with returning or receiving
returned products for any reason. These processes
extend into post-delivery customer support.
̶ Enable – Processes being associated with the
management of the supply chain. These processes
include management of: business rules, performance,
data, resources, facilities, contracts, supply chain network
management, managing regulatory compliance and risk
management.
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SCOR: LEVEL 2 - CONFIGURATION
̶ Determine configuration or type of supply chain:
̶ Source:
‒ S1: Source Stocked Product
‒ S2: Source Make-to-Order Product
‒ S3: Source Engineer-to-Order Product
̶ Make:
‒ M1: Make-to-Stock
‒ M2: Make-to-Order
‒ M3: Engineer-to-Order
̶ Deliver: …
̶ Return: …

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SCOR: LEVEL 3 – BUSINESS ACTIVITIES

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CASES: BUSINESS PROCESS IDENTIFICATION CASES
̶ Three cases available via Ufora
̶ Select a case together with your neighbour
̶ Read case
̶ Questions:
̶ Summarize the case
̶ What Process Idenfication techniques are used in
this case? Could another method be used?
̶ What other Business Process Management phases
are tackled in the caseN
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CASES: BUSINESS PROCESS IDENTIFICATION CASES
̶ Cases:
̶ Business Process Management in German Institutions of
Higher Education: The Case of Jade University of Applied
Science
̶ Fast Fish Eat Slow Fish: Business Transformation at
Autogrill
̶ “Simply Modeling”: BPM for Everybody-
Recommendations from the Viral Adoption of BPM at 1&1

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RESEACH & PROCESS IDENTIFICATION
̶ Architecting Business Process Map
̶ Research Problem ?
̶ Contribution ?
̶ Prioritization of Interconnected Processes
̶ Research Problem ?
̶ Contribution ?

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