Διοίκηση Απόδοσης Επιχειρηματικών Διαδικασιών Ενότητα #3: Process Management & Performance Improvement Διδάσκων: Αγγελική Πουλυμενάκου Τμήμα: Διοικητικής Επιστήμης και Τεχνολογίας

Χρηματοδότηση Το παρόν εκπαιδευτικό υλικό έχει αναπτυχθεί στα πλαίσια του εκπαιδευτικού έργου του διδάσκοντα. Το έργο «Ανοικτά Ακαδημαϊκά Μαθήματα στο Οικονομικό Πανεπιστήμιο Αθηνών» έχει χρηματοδοτήσει μόνο τη αναδιαμόρφωση του εκπαιδευτικού υλικού. Το έργο υλοποιείται στο πλαίσιο του Επιχειρησιακού Προγράμματος «Εκπαίδευση και Δια Βίου Μάθηση» και συγχρηματοδοτείται από την Ευρωπαϊκή Ένωση (Ευρωπαϊκό Κοινωνικό Ταμείο) και από εθνικούς πόρους. 2

Άδειες Χρήσης Το παρόν εκπαιδευτικό υλικό υπόκειται σε άδειες χρήσης Creative Commons. 3

Example of a process 4 Copyright 2012 John Wiley & Sons, Inc.

Business Processes: Definitions 5 A business process is a set of functions that accomplishes or produces something of value to the organization and/or for the customer. A business process consists of a collection of tasks that are executed according to certain rules to achieve certain goals. A business process involves people (roles) and other resources (capital, systems) in the execution of tasks. Tasks can be automated, semi-automated, or be performed manually. A process has inputs and outputs that are measurable, and therefore can be managed. Business processes integrate ISs and people.

Types of Processes 6

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8 Source: Introduction to BPM by Alan McSweeney

Major and subsidiary business process topics 9 Source: Business Process Change. A Manager’s Guide to Improving, Redesigning, and Automating Processes, by Paul Harmon (Foreword by Geary Rummler), Morgan Kaufmann Publishers, 2003 Elsevier

How a supervisor manages an activity 10 Source: Business Process Change. A Manager’s Guide to Improving, Redesigning, and Automating Processes, by Paul Harmon (Foreword by Geary Rummler), Morgan Kaufmann Publishers, 2003 Elsevier

What is process management? 11 Source: Business Process Change. AGuide for Business Managers andBPM and Six Sigma Professionals,p.115. Second edition. by Paul Harmon (Foreword by TomDavenport), DBA Business ProcessTrends, 2007 Elsevier

Business Process Life Cycle 12 Copyright 2012 John Wiley & Sons, Inc.

What is Business Process Management 1(2) 13 Business Process Management (BPM) is the discipline of managing processes (rather than tasks) as the means for improving business performance outcomes and operational agility. Processes span organizational boundaries, linking together people, information flows, systems and other assets to create and deliver value to customers and constituents. Copyright 2013, Gartner, Inc. and/or its Affiliates

What is Business Process Management 2(2) 14 Methods and tools to support stages of the business process lifecycle. In the short term, BPM helps companies improve profitability by reducing waste and costs. In the long run, BPM helps keep companies responsive to business changes. To properly address process improvement, organizations must develop a carefully BPM strategy.

The Process Management Hexagon 15 Business process management is itself a process that ensures continued improvement in an organization’s performance. Processes are assets of an organization, much like people, facilities, and information. Well managed, they will pay off in terms of performance to the corporation. Business processes are the organizing framework for all the other components. The process management hexagon depicts this concept. Business Process Management. Profiting from Process, by Roger T. Burlton, 2001

The Process Management Framework’s modes & phases 16 Business Process Management. Profiting from Process, by Roger T. Burlton, 2001

The framework as a process of discovery and learning 17 Business Process Management. Profiting from Process, by Roger T. Burlton, 2001

Hierarchy of Business, Processes and BPM 18 Source: Introduction to BPM by Alan McSweeney

Ongoing Management of Processes 19 Source: Introduction to BPM by Alan McSweeney

Common Problems 20 Source: Introduction to BPM by Alan McSweeney

Processes, Functions and Value Added 21 Source: Business Process Change. A Manager’s Guide to Improving, Redesigning, and Automating Processes, by Paul Harmon (Foreword by Geary Rummler), Morgan Kaufmann Publishers, 2003 Elsevier

Processes : Level of Analysis 22 Source: Business Process Change. A Manager’s Guide to Improving, Redesigning, and Automating Processes, by Paul Harmon (Foreword by Geary Rummler), Morgan Kaufmann Publishers, 2003 Elsevier

Performance Management : a framework 23

Three different levels of concern 24 Source: Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals, Second edition, by Paul Harmon (Foreword by Tom Davenport), DBA Business Process Trends, 2007 Elsevier

Changes in focus at leading companies 25 Source: Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals. Second edition, by Paul Harmon (Foreword by Tom Davenport), DBA Business Process Trends, 2007 Elsevier

Process improvement and process reengineering 26 Source : Process Re-engineering, Organizational Change and Performance Improvement, by Dutta S. and Manzoni J-F, McGraw-Hill International (UK), 1999

BPM Critical Success Factors 27

BPM Critical Success Factors 28 Define Organisation -Wide Business Process Value Chains - Map the organisation’s core activities - Assign executive responsibilityfor/sponsorship of process chains Executive Sponsorship/Governance and Institutionalise Practices - Provide continuous improvement - Manage process governance - Enable change management - Leverage BPM tools Standardise Business Processes - Adopt common design – re-engineering methodology - Document processes - Manage process diversity Measure Process Chain Performance - Manage to process measures and chains of accountability

Τέλος Ενότητας #3 Μάθημα: Διοίκηση Απόδοσης Επιχειρηματικών Διαδικασιών Ενότητα #3: Process Management & Performance Improvement Διδάσκων: Αγγελική Πουλυμενάκου Τμήμα: Διοικητικής Επιστήμης και Τεχνολογίας