Chain-Rummler and Morrill, Business Process Intelligence- case help

  

A- Please read the following:
–Results_Chain-Rummler&Morrill.pdf

–BPT-BusinessProcessInelligence-Hall-2004-pdf

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–Chs. 1,2 & 3 of BPM for Dummies

–Chs. 1 & 2 of Process Intelligence for Dummies

B- use the readings to inform your answers to the
following questions about the Pinnacle West case (attached). Justify your answer with
citations from the readings:

1.What challenges does Brown face in creating a process-oriented
organization? How would the advice from the authors aid in addressing these
challenges?

2.Should process transformation always occur in response to a major
event and/or failure? Why or why not?

3.How well is the grassroots strategy working at Pinnacle West? Is
it sustainable?

4.Is Brown’s hesitation in pushing the top-down agenda justified?
Or should he be more aggressive in pushing his agenda throughout the
organization?Notes: 1- number of pages about 4 to 5 pages or less if the answer is clear and suffiecnt 2- (Justify your answers with citations from the readings), answers without citation form the reading will result in declining the job.  3- I’m giving more time for this job to help you in reading the readings
bpm_for_dummies_sag_tcm16_38185_1_.pdf

bpt_businessprocessintelligence_hall_2004.pdf

case_pinnaclewest.pdf

process_intelligence_for_dummies.pdf

results_chain_rummler_morrill.pdf

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notch paper bind Phoenix cover printer
.14
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Model, simulate, and
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5. Calculate value creation —
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End-to-end process visibility and
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Automation of standard, repeatable
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Functional Modules of BPM
Measurement: Real-time process visibility
Portals: Integrated views of the work environment
Modeling: Integrated representation of business and system
processes and human workflow
Metadata: Reference library of IT and process assets
Simulation: What-if studies of a process model
Analysis: Graphical and statistical studies of process performance
Integration: Connectivity of people, information, services, systems,
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Execution: Orchestration of processes in real time
Defining “Process”
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Suppliers: Each of the individuals, functions, systems, and entities
that provide all inputs to a given business process.
Input: The complete set of materials, information, space, equipment,
energy, supplies and other items needed for the process to perform.
Process: The transformation of inputs to outputs.
Output: Everything that emerges from the process; primary output is
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Business architecture: The overall structure of the
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and stakeholders, and the strategies, roles, and
responsibilities needed to achieve them.
Process architecture: The methods, practices, and
procedures by which the people in the enterprise
transform available resources and capital to add
value for the customers and stakeholders and
achieve the business goals and objectives.
Management architecture: How the actions and
behaviors of people and systems, as well as the flow
of information over time, are directed in exercising
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Software AG Special Edition
by Kiran Garimella,
Michael Lees,
and Bruce Williams
BPM Basics For Dummies®, Software AG Special Edition
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About the Authors
Dr. Kiran K. Garimella is Vice President of BPM Solutions at
Software AG. Previously, he was a Chief Architect and a Chief
Information Officer at General Electric, and he has over 18
years of global experience in management consulting, business
architecture, and teaching. He is the author of a business novel
on Business Process Management, The Power of Process:
Unleashing the Source of Competitive Advantage, and an active
writer of articles and whitepapers, as well as three blogs on
BPM and related methodologies. He is a frequent speaker at
BPM conferences and related events around the world. He is
Six Sigma certified from GE, with project experience in Six
Sigma and Lean. Dr. Garimella holds a BS in Chemistry, an MS
in Computer Science, and a Ph.D. in Decision and Information
Sciences from the Warrington College of Business, University
of Florida.
Michael J. Lees is Director of BPM Product Marketing at Software AG, and previously held a similar position at webMethods,
Inc. Prior to joining webMethods he was Founder and CEO of
the market-leading metadata and knowledge management
vendor Cerebra, Inc., which was acquired by webMethods in
2006. He has held senior positions in technology analysis and
fund management organizations. Michael is a qualified UK
Chartered Accountant (ACA) and has a degree in Business
Economics from Durham University, England.
Bruce D. Williams is Senior Vice President and General
Manager of the BPM Solutions Group for Software AG. He
was previously VP of BPM Solutions for webMethods. In
prior business lives, he was the founding principal of Savvi
International, a CPI training and consulting firm, and the
founding executive of Entrada Software, a PLM company.
He previously held management positions with Sybase, Inc.
and Ball Aerospace Systems. He has graduate degrees in
Engineering Computing and Technical Management from
Johns Hopkins University and the University of Colorado,
and a BS in Physics also from Colorado. Bruce is coauthor
of Six Sigma For Dummies, The Six Sigma Workbook For
Dummies, and Lean For Dummies.
Dedications
Kiran Garimella: To my wife Raji, daughters Lillian and
Angela, for their patience and encouragement; and to my
mother, Dr. Seeta Garimella, for being an inspiration.
Mike Lees: For Ben and Katie, who have yet to understand the
phrase, “Daddy has to work” . . . This is what I do!
Bruce Williams: To My Beloved Audrey; it’s good to know
you’re always on my side.
Authors’ Acknowledgements
The authors acknowledge Nancy Beckman, Julie Sheridan,
Sherry Bussel, and Kevin Iaquinto at Software AG for their
technical and administrative assistance in the preparation
of this work.
Our special thanks to our colleagues at Cox Communications,
especially Bruce Beeco, and also Norman Gottschalk of
Lenders First Choice, for pushing us — and the envelope.
We especially thank Roger Burlton at the Process Renewal
Group, Peter Fingar of The Greystone Group, Roxanne O’Brasky
at the International Society of Six Sigma Professionals, Celia
Wolf and Paul Harmon of BPTrends, and Dr. Richard Welke of
Georgia State University, for their insight and participation
in the development of the global BPM movement.
And we’d like to acknowledge our many BPM friends and colleagues at Software AG, especially Matt Green, Peter Carlson,
Reed Wellman, James Crump, Sami Morcos, Susan Ganeshan,
Phani Pandrangi, Anthony Coker, Bob Brooks, Russ West,
Stewart Loewen, Michael Cupps, William Brown, and Doug
Sheeran, whose collective dedication to BPM and process
excellence has driven us all to new heights of capability and
accomplishment.
Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
About This Book……………………………………………………………………..1
Foolish Assumptions ………………………………………………………………2
Icons Used in This Book………………………………………………………….3
Where to Go from Here……………………………………………………………4
Chapter 1: Defining Business Process
Management (BPM). . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
The Three Dimensions of BPM ………………………………………………..6
Business: The value dimension …………………………………….6
Process: The transformation dimension………………………..6
Management: The enabling dimension…………………………..8
The Catalyst: BPM Technology ……………………………………………….8
BPM: A Model for Success ………………………………………………………9
BPM & CPI: Birds of a feather ………………………………………10
BPM is business infrastructure ……………………………………10
BPMS: A Suite Deal ………………………………………………………………..10
Chapter 2: The Business Drivers of BPM . . . . . . . . . . . . 11
The Business Imperatives……………………………………………………..11
BPM Business Drivers …………………………………………………………..13
BPM: Something for Everyone……………………………………………….14
Chapter 3: The Functional Goals of BPM . . . . . . . . . . . . 15
What Does BPM Do? ……………………………………………………………..15
Process Effectiveness ……………………………………………………………17
Optimization ……………………………………………………………….17
Automation …………………………………………………………………18
Control and decision making ……………………………………….18
Process Transparency …………………………………………………………..18
What you model is what you run …………………………………19
Process monitoring and analysis …………………………………19
How about them processes?………………………………………..20
Process Agility ………………………………………………………………………20
Communication and collaboration ………………………………20
Rapid development ……………………………………………………..21
Productive Workspaces…………………………………………………………22
Chapter 4: The Business, Process, and Management
Architectures of BPM . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Many Architectures in One ……………………………………………………23
The BPM Business Architecture…………………………………………….24
Process-centric organizations ……………………………………..24
BPM business infrastructure ……………………………………….27
The IT organization for BPM………………………………………..29
Integration competency ………………………………………………30
The BPM Center of Excellence …………………………………….30
vi
BPM Basics For Dummies
The BPM Process Architecture ……………………………………………..30
The process framework……………………………………………….31
Process methodologies ……………………………………………….31
The process life-cycle ………………………………………………….32
The Management Architecture for BPM…………………………………32
BPM project management ……………………………………………32
Process management…………………………………………………..33
Process improvement………………………………………………….34
Chapter 5: The Technology Architecture of BPM . . . . . 35
BPM Technology Architecture ………………………………………………35
Middleware: The Physical Glue ……………………………………………..37
Metadata: The Logical Glue …………………………………………………..38
Unified Modeling …………………………………………………………………..39
Defining processes and designing workflows ………………39
Developing processes …………………………………………………41
Defining business rules ……………………………………………….41
The design of user interfaces ……………………………………..42
Simulation …………………………………………………………………………….43
The Execution Environment ………………………………………………….43
Process execution engine…………………………………………….44
Analytics engine ………………………………………………………….44
The Unified Workspace …………………………………………………………44
Task inboxes ……………………………………………………………….45
Process and people management ………………………………..45
Monitoring dashboards ……………………………………………….45
Third-Party Components……………………………………………………….46
Chapter 6: Getting There from Here. . . . . . . . . . . . . . . . . 47
Laying the Foundation…………………………………………………………..48
The strategic imperative ……………………………………………..48
Know your goals………………………………………………………….48
Follow a process methodology…………………………………….48
Set up the architectures ………………………………………………49
Define measurement systems………………………………………49
Preparing for the Bigger Issues ……………………………………………..49
Taking Your First Steps………………………………………………………….51
Showing Them the Money……………………………………………………..52
Achieving ROI ……………………………………………………………..52
Benefits for constituencies ………………………………………….52
Obliterate the gaps!……………………………………………………..52
Chapter 7: Ten Best Practices of BPM . . . . . . . . . . . . . . 53
Chapter 8: Ten BPM Pitfalls to Avoid . . . . . . . . . . . . . . . 55
Appendix A: Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Appendix B: Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Int …
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