Saturday, September 14, 2019

Business Process Management

Week eight article tends to present the business modeling aspects in a more realistic approach, where there is a complete assertion that a business process modeling is the representative means for business activities, information flow and decision logics in business. Hence, it is asserted that the power of visualization as pertained to the diagrams provided is sufficient as it tends to act as a communication channel for the process and interactions included in between the organization (Harmon, 2014). Therefore, the overall aim of the article is to effectively outline the notion and consent that suits a business process. To effectively discuss this article tends provide process scope diagrams that define the relationship between process and the external surroundings, there is also the process flow diagrams that describe the internal relations. To provide evidence consider the case of the As-is, Could be and To-be process diagrams. The frameworks of these diagrams are built to indicate the weakness or improve consistency in an organization. Therefore, the diagrams tend to present multiple granularity levels that tend to range from the simple depictions of workflow to the simulation and execution of the set process. As a result, it tends to achieve a common understanding regarding business knowledge. Hence, the overall aim of the article is to it drive the designs and implementation of the systems through modeling in business process.   The arguments developed by the article are essential as it defines and shows the benefits the business modeling process has in an organization. Since a business process is the collection of activities ranging from order, review, manufacturing and deliver process as pertained in the article. All this designs play the role of modeling so that there can be production of a certain output for a particular aim. The process modeling process as indicated by the article defines the inputs and outputs for a certain action, thus it implies strong emphasis on how work should be done in any organization. The article has a positive impact as it objectively satisfies our lesson on business process modeling. This tends to be visible based on the diagrams created in article that effectively analyze the business process modeling concerning the many aspects of management that tend to provide a detailed technical nature and process that tends to closely emphasis on the links between quality management and analytical approaches. Hence, it is relevant to state that the frameworks developed on the basis of the diagram satisfy the business process modeling outline, and gives us adequate knowledge of the process. Harmon, P 2014, Business process change: a business process management guide for managers and process professionals, 3rd edn, Morgan Kaufmann-Elsevier, Waltham, MA. Week six journal outlines that setting up business process management as it ensures low cost and maintains high levels of revenue. Therefore, the article is analyzed such that it outlines the process approach to management, identify the key reasons to process standardization, describe the maturity frameworks and model, and identification of the BPM process and identify approach to improve process performance. The article outlines that through conceptualizing of organization system inputs are taken and generate values that is product or services to customers. Hence, for conceptualization there is the need of having a management system whose purpose is to organize and support the effectiveness of the business process. Management occurs in two different instances depending on the role one has in an organization; that is operational and project management (Harmon, 2014). The article also provides us with several management frameworks ranging from PMI, SEI, SCC and ITGI. If we could look at one scenario that is PMI as outlined by the article it tends to distinguish operation management and project management in an organization. In general the article provides a framework that signifies that management should be organized for the purpose of effective business process. Critics from the journal are effective in the sense that the author outlines that business process management as a discipline that combines knowledge pertained to information technology and knowledge from management science and applies the two in the operational business process. Therefore, it creates value for an enterprise by growth, better productivity, staff effectiveness, improved performance and better service delivery. It could also make a business agile in different manners such as streaming of supply operation to reach the global market, accelerating innovation and assistance in the increase of productivity. Therefore, on the basis of the journals discussion business processes tend to be pervasive. As a result, we understand that such processes act as a representation of activities that organizations undertake. Since processes act of different levels of scales, they require certain margins of tailoring. Therefore, we attain the knowledge that when trying to improve the activities one goes and seeks leverage from the advanced methodologies and technologies pertained from this journal for the purpose of consistency and efficiency. Therefore, through BPM it becomes easy to define and manage your business process so as to attain your goals. Harmon, P 2014, Business process change: a business process management guide for managers and process professionals, 3rd edn, Morgan Kaufmann-Elsevier, Waltham, MA. (Chapter   6 and 7)   Week four journal presents the architectural business process as an organizational process containing and the relationships among them. Hence, the problem of interest being perceived is that of understanding how to design structures, were a particular approach in mind can start on the basis of general normative structure that gives a pattern which derives a design (Harmon, 2014). Further argument on value chain shows that it is a process that organizations use for the generation of product or services to a certain group of customers. Hence, each step of chain add is essential for the final value of the product or services. There is also framework development of framed on several proposals that enterprises must use in guiding their architectural designs; such as the Zachman framework. For instance, the Zachman framework tends to be a vital analytical tool which helps one in thinking about the analysis of the enterprise or portion thereof (Harmon, 2014). Relating this to most architect ural process we tend to depart from such architectural designs with the intent of making use of our specific business knowledge which gives us the chance of proposing a precise and detailed pattern for the purpose of support design. On the basis of the journal, we could criticize that the methodology presented here is sufficient as it provides adequate knowledge on how we can integrate designs from architecture to business logic. Hence, it offers diverse requirements and knowledge that is detailed in process models to where application support is explicit, and the mapping requirements of models for business. But, in accordance to the argument of the article ultimate integration has adequate detailed design models that try to avoid instances where limitations may arise. In regards to this article, it has been of benefit as it complements the objectives of the lesson learnt in regards to this topic. For instance, through the use of the same type of models at different abstraction levels in the representation of business architecture, one thing that becomes certain is that the process has offered us component processes that tend to show us how to design details appear in a more fashioned way, and also avoiding of complex representations. Once, we follow the procedures and framework developed by the article it becomes easy to assert that we will have a formalized that there is a logic in our business designs. Harmon, P 2014, Business process change: a business process management guide for managers and process professionals, 3rd edn, Morgan Kaufmann-Elsevier, Waltham, MA. (Chapter   4) Barros,O 2007 "Business processes architecture and design" BPTrends, Business%20Processes%20and%20Design-Barros.pdf  

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