Editing BPM (section)

===OCEB===

====Certificates====

=====OMG Certified Expert in Business Process Management: Fundatmental=====
======Business Process Definitions======

Rummler and Brache: 

''A Business Process is a sequence of steps to create a product or service. If the result connects to the customer it is a primary process, otherwise it is a support process.''

Martyn Ould:

''A Business Process is a coherent set of activities performed by a organisation to reach a target.''

Smith and Fingar (The third wave):
* primary planning units
* lifecycle
* Software make efficient
* properties:
** complex
** dynamic
** boundaries (orgs, companies, systems, countries)
** (partly) automated
** IT supported
** human intelligence
** difficult to detect

Chang:
* continous improvement
* customer oriented
* flexibel and adaptable
* assets
* consistent value by measurement, monitoring, controlling and analysis
* IT is enabler

Import properties are:
* sequence of actions/steps/activities
* often hitting organizational units
* point to a goal
* the result is a value for internal or external customer


The explicit process is defined by its topology, that is by its steps and relations. A diagramm shows the topology in its horizontal layer, vertical it is called the process hierachy.

Attributes of business process are:
* process owner
* objectives
* customer
* stakeholder (delivers informations for the process)
* short description

The step attributes are:
* role
* ressources
* in and out data
* duration
* business rules
* short description
* subject matter expert

The objective can be steady-state goal (Dauerzustand) or single state.

======Business process analysis======
Business process analyis (process discovery) describes the making of processes explicit to detect weakness and enable as-is/to-becomparison. Roles at process identification are:
* sponsor
* subject matter expert
* analyst

There are three approaches:
* central vs. distributed
* top-down vs. bottom-up
* structured vs unstructured

======Process Descriptions======
* as-is for:
** explicit making
** cost calculation
** base for optimization

* to-be for:
** optimization
** extension
** new

* descriptive (only positive case, only pools, lanes, tasks, subprocesses, sequences)
* analytical (error handling, events, requirement for IT, simulation)
* executable 

* private (internal)
* abstract (public)
* collaborative

======Business Process Management======
Tasks are:
* process definition and goals
* implementation
* measurement
* improvement
* announcement of process owners

Based on TQM (Deming):
* management by process
* analyse discrepancy
* QM projects should be based on process data
* continous improvement process

Techniques of TQM are:
* determine customer requirements
* fair relations to supplier
* cross-function working groups

and based on Business Process Reengineering (BPR, Davenport & Hammer):
* assumptions
** IT is key technology
** process improvement is guided by objectives
* methotology
** define vision and process objectives
** identify reworked processes
** identity process support by IT
** analyse processes and KPIs
** implement new prototypes

Chang defines four guidelines:
* processes are assets
* processes have to be managed
* processes have to continously improved
* IT is essential
and eight tools:
* process-oriented organisation
* define process owner
* improvement comes bottom-up, top management supports
* establish IT-systems (BPMS)
* use partner for cross-organisation processes
* educate the staff
* reward process improvements
* use step-by-step (Six Sigma) and radical improvements (BPR)

======Modelling of Companies======
The Business Motivation Model (BMM), a standard of the OMG, can be used to describe and to develop a '''business plan'''. It offers a abstract syntax and the semantic of the elements. There is no standard notation. The top areas are:
* end
** vision (vision of the future perhaps unreachable state of the company, not of something else)
** desired result
*** goal (strategisches Ziele)
*** objective (operatives Ziele, measurable, has time schedule and amount)
* means (to reach the end)
** mission (what does the company to reach the vision, makes operative)
** course of action (Vorgehensweise)
*** strategy (strategy channels efforts towards goals)
*** tactic
** directive (Vorgabe)
*** Business Policy (Unternehmensgrundsätze)
*** Business Rule (Geschäftsregel)
* influencer
** external influencer (belong to categories e.g. customer, environment, ...)
** internal influencer
* assessment (Bewertung) of the influences, connect the influences to means and ends
* external information (described by other standards)
** organization unit (OSM, organization structure metamodel)
** business process (BPDM, Business Process Definition Metamodel)
** business rule (SBVR, Semantics of Business Vocabulary and Rules)

The independence of the means from the end is called seperation of concerns (means can change by identical end). 

The end describes:
* vision
** vision has many goals
** a goal belongs to (amplifies) one vision
** vision has many missions
** one mission belongs to (makes operative) one vision
* desired result
** a desired result has many course of actions
** a course of actions support one desired result
** a goal has many objectives
** an objective has (quantifies) many goals

The means describe:
* mission (mission statement consist of action, product/service, custumer/market)
** a vision has many missions
** a mission has (makes operative) one vision
* course of action (what to do)
** a tactic implements many strategy
** a strategy has many tactics
* directives (how to do)
** a directive governs many course of actions
** a directive supports many desired results
** a business rule has an enforcement level (Verbindlichkeitsgrad) strict or guideline

======Frameworks======
=======Meanings=======
* regulation (Rechtsvorschrift durch Gesetzgeber, Strafe)
* self-regulatory rule (contractual standards given by organizations itself, like credit card companies with Card Industry Security Standard, Strafe)
* principle (Richtlinie, allgemein anerkannte Regel, keine Strafe)
* guideline
* standard
* control model (e.g. COBIT)
* best practise
* organizational control (Organisationsregelung)
* organizational policy (Organisationsgrundsatz)
* organizational procedure (Arbeitsanweisung)
* safe harbor (Sicherer Hafen)
* coperate governance (Unternehmensknigge, Menge der Prozesse und Vorgaben)

=======Process Models=======

========APQC========
American Productivity & Quality Center (APQC) is a gemeinnützig organization, which offers assessments and best practises for business processes. The base is the Process Classification Framework (PCF):
* operating processes
** develop vision and strategy
** develop and manage products and services
** market and sell products and services
** deliver product and services
** manage customer service
* management and support processes
** develop and manage human capital
** manage IT
** manage financial resources
** aquire, construct and manage property
** manage environmental health and safety
** manage external relationsships
** manage knowledge, improvement and change

========SCOR========
The Supply Chain Operations Reference Model (SCOR) stems from the Supply Chain Council (SCC). It is hierachical and contains:
* business processes
* dependencies between processes
* metrics 
* best practises
On the highest level there are 5 management processes:
* plan
* source
* make
* deliver
* return

========VRM========
The Value Reference Model (VRM) comes from the Value Chain Group. It has 3 process levels:
* strategic processes (categories: plan, govern, execute)
* tatical processes (e.g. outsourcing)
* operational processes (no details about activities and actions)

========Quality Models========

Quality means to fulfill the requirements of the customer. Quality can be visualized by:
* run charts
* heat maps

========BPMM========

The Business Process Maturity Model (BPMM) describes 5 maturity levels:
* initial (there are processes, but only adhoc with no predictable result)
* managed (kontrolliert, can be reproduced in work units, but no over-work unit identity)
* standardized 
* predictable
* innovative (improvement measures are performed)

The maturity grade is assest by an appraisal team:
* starter appraisal
* progress appraisal
* supplier appraisal
* confirmatory appraisal

========Six Sigma========
Developed by Motorala. Roles are:
* Programm Manager
* Champions
* Master Black-Belt
* Black-Belt
* Green-Belt
* Yellow-Belt
* project memb

The core processes of the process improvements are:
* define the improvement goal
* measure the current process
* analyze the process
* improve the process
* control the changed process

A quality feature is called CTX (critical to X), eg. CTC Critical to Customer. For CTXes there are Upper and Lower Control Limet (UCL, LCL). The unit of quality is Defects per Million Opportunities (DPMO). 

======ISO 9000 ff======

======TPS======
Toyota Production System or also named Just-In-Time Production.

======Regulations======
=======Basel II=======
=======SOX========
=======COBIT=======
Best Practises for IT Management and Controlling.

======Management Models======
=======BSC=======

Balanced Score Card were developed by kaplan & Norton. There are 4 perspectives:
* financial
* customer
* internal processes
* innovation perspective

The phases are:
* define and communicate vision and strategy
* combine strategy with KPS and communicate
* plan strategic initiatives, set goals
* feedback and learn

=======KPI=======
For Critical Success Factor (CSF, Goal Achievements) there can be multiple KPIs.

=====[[OMG_OCEB_BPM_Technical_Intermediate|OMG Certified Expert in BPM™ (OCEB™): Technical Intermediate]]=====