PROJ 6009 Business Process and System
Cloud Service Sale BPM in the Telecommunication sector
Group assessment 1 Part A
Submitted by: Group 5
- Dhrupalben Pravinbhai Patel (00295168T)
- Manisha Rana(00295829T)
Cloud Service Sale BPM in the Telecommunication sector.
Business process management (BPM) provides a systematic approach to recognizing, producing, and recording business processes. Additionally, it also involves the measures, examination, and control process, intending to achieve targeted business goals. This approach aims at enhancing the business processes by making the workflow efficient and increasing its adaptability to the ever-changing business environment (Rosemann, &vomBrocke, 2015). According to the report by Mendlinget al. (2018), the business process comprises of a collection of activities that are conducted in an organizational as well as the technological environment. These sets of activities are important for a business to achieve the desired goal.
The role of administration within any organization takes the support of BPM to improvise the activities. A common example of these functions includes design, modeling, execution, monitoring, and optimization. To support and streamline these activities, BPM follows a defined procedure and techniques. It acts as a connector to fill the gap between the unstructured groups of collaborators in business and make the transaction process accurate (vomBrocke, Zelt, &Schmiedel, 2016). It integrates the tasks related to “procure-to-pay” or “order-to-cash” easy by combining with other services. It can move data in and out of the enterprise applications and make the process automated.
Further, it facilitates the business managers to perform several functions depending on the organizational requirements such as managing business transactions or organizing enterprise documents. Overall, it can be learned that BPM is necessary for all organizations, irrespective of their type and size. It helps the organization identify and assist in various processes and increase productivity in the long run (Mendling, Weber, Aalst, Brocke, and Cabanillas, 2018).
AS-IS.
The current BPM requires that the sales manager submits a customer’s request to the Customer Relationship Management system. The system manually checks for the blacklist. When the customer is found in the blacklist, the provision of services cannot proceed. If not found in the blacklist, the process continues. The manager then initializes, creating a new line used to realize customer relationship management in the CRM (Customer relationship management) system. On the creation of the new line, the CRM administrator examines whether it was created successfully. If errors are identified, they are manually repaired by the administrator. When the line is created successfully, the Cloud Administrator creates a workspace and enables it on the cloud platform. On creation, a notification is sent to the customer.
Figure 1: “As-Is” BPMN Model
TO-BE.
The TO-BE BPM process reduces the realization impact on people. In the process, the sales manager only enters the request, and other people who are involved will act only when the system is unable to conduct a self-reparation of an occurred error. The CRM systems conduct the blacklist check. When the customer is blacklisted, an automatic message is sent indicating that services cannot be realized. If not blacklisted, the CRM initiates creating the new line and evaluating the new line created. If errors are noticed in the new line, CRM will send a notification indicating an error that requires the CRM admin’s attention. When the admin resolves the problem, the process of realization will continue.
If a new line is created successfully, it creates a workspace on the cloud platform. If there is an error in the cloud, the cloud administrator is notified to act on it. On completion in creating the workspace, it is enabled, and the customer receives a notification of successfully created workspace.
Figure 2: “To-Be” BPMN model
Application of the mapping.
The mapping of the BPM will follow three phases. Phase 1 will deal with defining the strategy for implementation. The phase will include the linking of the corporate organization strategy with the strategy of implementing BPM. The suggested new BPM will change an organization from a functionality-oriented firm to a process-oriented form. To do so, the various building block to the BPM has to be established. Changes will be experienced in the organization, including technology being used, the organizational structure, and various personnel.
In the Second Phase will involve the development and the testing concepts of BPM. The phase will include the definition for the basic, which will help in prioritizing the processes. The process looks at the process that is a priority to the organization. Operating processes are expected to have a higher value for the company than management and support. After prioritizing, the next step will be the development of analytics. A measurable indicator is established based on performance. After the analytics, methods will be created, which will help create workflow during the whole process.
The third phase is where the organization starts managing the processes using the newly integrated BPM. The process of integration is not a straight forward method. It requires the creation of a complete methodology on the implementation of the BPM in the company. A process map is developed, and they should indicate business processes and process owners. These people included in the processes, regulations from the government, and any other documentation needed to execute all company processes. On top of that portfolio should be defined to help create priorities of the process that are going to be optimized.
Approaches to BPM.
BPM is used by most of the companies as it streamlines their work processes. To incorporate BPM, the organization needs to follow a step-by-step approach. The first step includes ‘evaluation,’ which purposefully reads the process, to improve the operational procedure. In this step, the process management team is selected, and each team member is assigned their respective responsibilities (Schulte, Janiesch, Venugopal, Weber, &Hoenisch, 2015).
The next step will only be followed once the objective and expected result from the current step is identified. The second step is the ‘identification of stakeholders. All the related stakeholders and their requirements will be identified (Mendling et al., 2018). However, according to the report by Reisert, Zelt& Wacker (2018), this step is also important for decision making, approval, and further amendment of changes in the procedure. The third step is the ‘description of current performance,’ in the form of a flowchart.
The fourth step is the ‘measuring processes,’ where the current performance is subjected to evaluation. The determinants used as criteria for evaluation are quantitative and qualitative data types in nature. The fifth step is ‘identification of barriers. In this step, the organization should identify the potential blockages which prevent them from realizing the customer requirements by using a problem-solving technique (vomBrocke et al., 2016). The sixth step is the ‘root cause analysis,’ which explores the cause of the identified barrier. The final step in this approach is ‘solution development and implementation.’ Here, the solutions are developed and prioritized based on internal and external requirements. The solution is executed on a pilot scale to measure its capabilities and ensure its successful implementation (Rosemann et al., 2015).
Risk of BPM.
In the above section, it could be learned that BPM immensely supports the organizational processes’ execution. However, there also exist certain risks with its implementation to the organization. According to a report by Rahimi, Møller, and Hvam (2016). most of the organizations have sales management or ERP software installed, which tends to manage such processes. The risk in this consideration is that they remain immune to market fluctuations and internal (organizational dynamics), affecting the decision-making process. In addition to this, Mendling et al. (2018) have mentioned that the BPM platform’s inclusion will be a waste if it cannot integrate with this previously installed software. The risk in such a situation is likely that employees tend to remain resistant to the change management and learning of advanced methods (or tools). In addition to this, there also exists a rigidity risk during BPM implementation. It refers to the procedural requirement that includes the robust procedure, documentation, and a fixed workflow. Thus, missing information at any stage could interrupt the overall procedure. In other words, to bring smoothened workflow, BPM must be flexible enough to allow sufficient process deviations. In some organizations, the BPM users fail or find it difficult to adopt the software and makes it inappropriate for use.
Conclusion.
Building a process-oriented organization requires a lot of energy and resources, but BPM ensures best practices for achieving this result. Process-oriented organizations focus on a process more than on any other aspect, and processes are oriented only to provide value to the customers.
References
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Rahimi, A., Mirmoayedi, A., Kahrizi, D., Zarei, L., and Jamali, S. 2016. Genetic diversity of Iranian honey bee (Apis mellifera meda Skorikow, 1829) populations based on ISSR markers. Cellular and Molecular Biology, 62(4), 53-58.7
Rahimi, F., Møller, C., and Hvam, L. 2016. Business process management and IT management: The missing integration. International Journal of Information Management, 36(1), 142-154.
Reisert, C., Zelt, S., and Wacker, J. 2018. How to move from paper to impact business process management: The journey of SAP. In Business Process Management Cases (pp. 21-36). Springer, Cham.
Rosemann, M., and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Schulte, S., Janisch, C., Venugopal, S., Weber, I., and Hoenisch, P. 2015. Elastic Business Process Management: State of the art and open challenges for BPM in the cloud. Future Generation Computer Systems, 46, 36-50.
Vom Brocke, J., Zelt, S., and Schmiedel, T. 2016. On the role of context in business process management. International Journal of Information Management, 36(3), 486-495.