BUSINESS PROCESS

MANAGEMENT PERSPECTIVE

This document is created to provide a quick overview of approaches, techniques and methodologies
(as applicable).

The information is gathered from BABOK v3 and other reference websites.

Version 1.0
BPM FRAMEWORKS

FRAMEWORK DESCRIPTION
ACCORD A methodological framework that maps current state models, as
well as unstructured data, to conceptual models.
This framework allows: realistic modelling of adequate support in
cooperative analyses; efficient integration of human and technical
performances; embedding of locally delimited expert systems;
integration of easily understandable multimedia explanations via
stepwise and in arbitrary reconstruction of the problem-solving
competence of experts as a prerequisite for an appropriate
architecture of both BP data & knowledge bases and the BPM-
"reasoning device"
Enhanced A hierarchical framework developed for the telecommunications
Telecommunications industry that has been adopted by other service-oriented
Operations Map (eTOM) industries.
It describes the required business processes of service providers,
and defines key elements and how they should interact.
Governments Strategic A life cycle framework that provides generic government processes
Reference Model and patterns for each stage of organizational maturity.
(GSRM) For example processes like audit, security, strategic investment in
IT, Health service, shared service, Education etc.
Model based and A cyclical framework whose steps include assess readiness,
Integrated Process outline process under review, detail data collection, form model of
Improvement (MIPI) current process, assess and redesign process, implement
improved process, and review process.
MIPI describes “what to do and how to make it happen”. MIPI
helps align an organization’s business needs and to highlight the
problems preventing them from reaching their vision and mission.
Process Classification A classification framework that details processes and is used for
Framework (PCF) benchmarking and performance measurement.
It supports the business processes that allows organizations to
objectively track and compare their performance internally and
externally with organizations from any industry.
BPM METHODOLOGY

METHODOLOGY DESCRIPTION
Adaptive Case A method used when processes are not fixed or static in nature,
Management (ACM) and have a lot of human interaction. An ACM process may be
different each time it is performed.
ACM is used by knowledge workers who have a lot of expertise in
an area, like lawyers, doctors, and engineers. Because their
knowledge is learned, they can’t transfer it to someone else-like a
programmer. ACM supports the most flexibility when handling their
cases.
Business Process Business process reengineering (BPR) is the practice of rethinking
Reengineering and redesigning the way work is done to better support an
(BPR) organization's mission and reduce costs.
It focuses on to generate improvements in critical performance
measures, such as cost, quality, service, and speed.
Continuous The ongoing monitoring and adjustment of existing processes to
Improvement bring them closer to goals or performance targets. This represents
(CI) a permanent commitment of the organization to change and
must be an important part of its culture.
Lean A continuous improvement methodology that focuses on the
elimination of waste in a process, defined as work for which the
customer of the process will not pay.
Six Sigma A continuous improvement methodology that focuses on the
elimination of variations in the outcome of a process. It is
statistically oriented and performance data centric.
Theory Of Constraints A methodology that holds the performance of an organization can
(TOC) be optimized by managing three variables: the throughput of a
process, operational expense to produce that throughput, and the
inventory of products. The performance of a process is dominated
by one key constraint at any given time, and the process can only
be optimized by improving the performance of that constraint.
Total Quality A management philosophy that holds to the underlying principle
Management (TQM) that the processes of the organization should provide the customer
and stakeholders, both internal and external, with the highest
quality products and services, and that these products or services
meet or exceed the customers' and stakeholders' expectations.
BPM TECHNIQUES

TECHNIQUES DESCRIPTION
Cost Analysis A list of the cost per activity totalled to show the detailed cost of the
process and is used frequently by businesses to gain an
understanding and appreciation of the cost associated with a
product or service. Cost analysis is also known as activity-based
costing.
Critical to Quality A set of diagrams, in the form of trees, that assist in aligning
(CTQ) process improvement efforts to customer requirements. CTQ is a
technique used in Six Sigma, but is not exclusive to Six Sigma.
Cycle-time Analysis An analysis of the time each activity takes within the process.
Cycle-time analysis is also known as a duration analysis.
Define Measure A data-driven structured roadmap used to develop new or improve
Analyze Design existing processes. DMADV is a technique used in Six Sigma, but
Verify (DMADV) is not exclusive to Six Sigma.
Define Measure A data-driven structured roadmap used to improve processes.
Analyze Improve DMAIC is a technique used in Six Sigma, but is not exclusive to Six
Control (DMAIC) Sigma.
Drum-Buffer-Rope A method used to ensure that the system constraint always
(DBR) functions at the maximum possible output, by ensuring that there is
a sufficient buffer of materials just prior to the constraint to keep it
continuously busy. It can be used in BPM to ensure process
efficiency.
Failure Mode and A systematic method of investigating process failures and defects,
Effect Analysis and identifying potential causes. FMEA is a technique that assists
(FMEA) in locating problems in the as-is process and correcting them when
developing the to-be processes.
House of Quality/ A matrix relating customer desires and product characteristics to
Voice of Customer the capabilities of an organization. It is a technique that could be
used in developing the to-be processes.
Inputs, Guide, A diagram that describes the context of a process, by listing the
Outputs, Enablers inputs and outputs of the process, the guides that are used to
(IGOE) inform the execution of the process, and the supporting tools and
information required for the process.
Kaizen Event A focused, rapid effort to improve value delivery in one specific
activity or sub-process.
Process Simulation A model of the process and a set of randomized variables to allow
for multiple variations of a process to be assessed and develop an
estimate of their performance under actual conditions.
Suppliers Inputs A table that summarizes inputs and outputs from multiple
Process Outputs processes. Also known as COPIS, which is simply SIPOC spelled
Customers (SIPOC) backwards.
Theory of A set of logical cause-and-effect models used to diagnose
Constraints (TOC) conflicts, identify the root causes of problems, and define future
Thinking Processes states of a system that successfully resolve those root causes.
TOC thinking processes is a technique that assists in locating
problems in the as-is process and correcting them when
developing the to-be processes.
Value Added Looks at the benefit to the customer added at each step of a
Analysis process to identify opportunities for improvement.
Value Stream Used to assess the value added by each functional area of a
Analysis business to the customer, as part of an end-to-end process.
Who What When A set of questions that form the foundation for basic information
Where Why (5Ws) gathering. The 5Ws may also include How added to become the
5Ws and a H.