Business Process Reengineering

A business process modeling technique mainly models four aspects of business processes, which are functional, informational, behavioural and organizational. An appropriate modeling technique is chosen, depending upon goal of modeling. Several Business Process Modeling Techniques have emerged since the beginning of the century. A few of these techniques are

A business process combines manual and automated tasks that ultimately add measurable value to a product or service. A model for business model diagram of these manual and automated processes is a picture of the business process works as is or should work in the future to be. To develop an effective application that optimally supports the business process. Business process analysis identifies bottlenecks in efficiencies disconnects and other problem areas. Developers need solution functional and non-functional requirements to develop or modifying application. A good business process implementation will increase the visibility of the company’s activities making it easy to monitor and control the critical business processes of the company. It provides management with an increased ability to identify bottlenecks, make improvements that needed and reassigned resources to meet customer demand. It also provides an increased to identify further areas of optimization that will provide customer satisfaction or lower transaction

Business processes comprise a set of sequential sub-processes or tasks, with alternative paths depending on certain conditions as applicable, performed to achieve a given objective or produce given outputs. Each process has one or more needed inputs. The inputs and outputs may be received from, or sent to other business processes, other organizational units, or internal or external stakeholders. Business processes are designed to be operated by one or more business functional units, and emphasize

The last few years have witnessed big changes in the business climate, and business process improvement and continuous improvement (CI) efforts have certainly seen their share of change. I talk with companies every day and, without a doubt, there has been a fundamental shift in thought on how to best make meaningful process improvement happen.

This report is to conduct a comprehensive analysis of Telstra’s business process. Firstly, the goals and strategy of Telstra will be revealed. Secondly, a process landscape model will be constructed by applying Dijkman’s approach. Afterwards, Telstra’s business processes will be evaluated and recommendations for improvement will be given by applying Rosemann’s prioritisation. The last part of this report is to focus on further analysis of three core processes.

To speak intelligently about the importance of understanding business process change as it relates to employment, it is important to define what business process change means. In the simplest of terms, business process change is a modification to a company’s existing business process. This process could be manual, automated or both. The goal of such changes are to improve the performance and productivity of a company. Advances in technology and globalization are two of the major drivers behind the increased popularity of business process change. “Change and relentless competition calls for constant innovation and for constant increases in productivity… both call for an intense focus on how work gets

Jean-Philip Pritchard & Colin Armistead, (1999); described Business Process Management (BPM) as a methodology designed to eliminate waste, customer–driven and ensure increased productivity. The main drivers of the approach in most organization are threat of competition, need to improve quality, responsiveness of products and services, while the main benefits are the need to improve client relationship, change in organization culture and ensuring better cross - functional working environment.

BPR considered as radical redesign of processes and eliminated the old processes by introducing new one. Many misconceptions and misapplications were associated to BPR at that time.

Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques

A key feature of any successful business is how the business provides its services to customers. This is often done through business processes, a collection of organized tasks or activities that are intended to accomplish a specific goal. (Pittarese, 2014) These tasks may encompass different functional areas and are designed to “create value for the customer.”(Pittarese, 2014) Though a business is successful and may have been around for quite some time, they often find the need to update their business processes, in order to keep up with customer demands, technological advances, and to improve efficiency within their company. One way of doing this could be through business process modeling, a tool used by businesses to create a diagram of the various business processes and actions that are carried out within a company.

The authors commence this book by revisiting the historical perspective on the business processes. Business process yields a descriptive model representing the work flow among the several inter-connected activities which have a sequential arrangement intended to meet the specified goals. It discusses the concepts introduced and proposed by the past management thinkers and practitioners like Henry Ford, Adam Smith, Alfred Sloan and many others and exploring the inter-relationships among the viewpoints they offered with each other. They yield the crisp

Hammer and Champy definition of reengineering "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary, measures of performance, such as cost, quality, service and speed.” is such a simple definition but when the authors dive deeper into the definition is when you begin to realize how complex it really is. Reengineering involves every aspect of a company 's inner working such as; information and technology in the company, power levels within the company, career goals, the organization’s structure, and many others.

Business must endlessly update their systems to keep up with the changes that occurs with their business process. Business processes are continually trying to find many ways to accomplish new and shifting goals for the business. New or shifting goals, such as changing the responsible for a current business process, or combining more than one responsible into one can be difficult and needs a clear understanding of multi-tiered systems and the business processes itself. The absence of connection among requirement and employment can lead to problems in recognizing the suitable program which must be changed to further increase the worthiness of a system in response to the new goals. Unfortunately, these changes can lead to errors and can make take longer than expected.

The analysis and design of workflows and processes within an organization. A business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering is the basis for many recent developments in management. The cross-functional team, for example, has become popular because of the desire to re-engineer separate functional tasks into complete cross-functional processes.[citation needed] Also, many recent management information systems developments aim to integrate a wide number of business functions. Enterprise resource

Part 2 looks at the proposed course of action for the expect business process improvement, addressing the issues of Part 1. In order words, how the model suppose to look.‟