Chapter6_Mo hinh hoa quy trinh nghiep vu kinh doanh

PHÂN TÍCH NGHIỆP VỤ KINH DOANH Bài 6: Mơ hình hóa quy trình nghiệp vụ kinh doanh HCM – Apr-21 4/7/2021 Objectives Be able to: Understand tasks of “Analyze Needs” Explain the differences between business process view and traditional functional view of organizational context Understand some techniques in analyzing needs including organization modelling and business process analysis Create business process model for a business process and use these to understand and diagnose a process 4/7/2021 Trang AGENDA Remind: Business analysis process Organizational context The organizational view of business processes Value chain Value proposition Business process analysis Improving Business processes Business analysis process Business strategy and objectives Investigate situation •uncover issues and problems 4/7/2021 Consider perspectives •analyze stakeholders and their perspectives on the situation Analyze needs • identify where improvements can be made to the business system •gap analysis: ‘as is’ view vs ‘to be’ system  Define how the new processes should look Evaluate options •examine the potential improvements identified so far, develop some business options and evaluate them for acceptability and feasibility Define Delivering changes • gather and document the detailed requirements for changes to the business system •Consider how the requirements are to be delivered, the changes implemented and the business benefits realized requirements Trang Analyze needs • Analyze & document the existing situation • Add additional requirements IMPROVEMENT • Address problems • Create new opportunities 4/7/2021 Trang Organizational context Why we need to examine the organizational context?  To understand how business processes in organization take place  To understand how the process is affected by external environmental factors  business process improvement project Organizational context Views  Functional view: the specialist functional areas such as sales, accounts and operations Organizational context  Views  Process view: The people carrying out the tasks within a process could well belong to several different functions and may need to pass information or products across functional boundaries Suppliers Purchasing Engineering Operations Finance Marketing Customers Developing new products/services Evaluating suppliers Developing sales & operations plans What are some of the challenges in managing such processes? Organizational context Functional View  Useful for the internal management and staff  Internally oriented  “silo thinking” span of control: Defines the formal structure Static Process view  emphasizes the need for cooperation between all of the participants Organizational context Organizational model (Paul Harmon) Business process models  Business process models:  Shows functional relationships versus time  Can help in measuring loading on various functional areas  Illustrates cross-function communication processes  are often called ‘swimlane diagrams’ because the ‘swimlanes’ form a key element of the models  Other names: process maps, cross-functional flowchart, Rummler-Brache diagram Business process models Example: Business process model for ‘Loan item’ process