...we use to define a process is that a process is a program in execution. In more detailed version we can say that a process is a sequence of interdependent and linked procedures which at every stage consumes one or more than one resources to convert inputs into outputs. These outputs then serves as an input for the next stage until a known goal or an end result is achieved. A process in execution needs resources like processing resources, memory, input output resources. Today’s machines do allow several processes to share resources. Basically, one processor is shared among various processes. A process is like a program code which is known as text section. It includes current activity represented by the value of the program counter and the contents of processor’s register. A process also includes the process stack which contains temporary data that includes local variables and a data section which includes global variable. A process also may include a heap that is a memory dynamically allocated during the running time of a process. The main difference between a program and a process is that a program is a passive entity such as a file contains a list of instructions stored in a disk. Whereas a process is an active entity with a program counter specifies the next instruction to be executed and the set of resources associated with it. A particular program becomes a process when an executable...
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...with business process management Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno Abstract Purpose – The purpose of this paper is to propose an innovative approach for providing an answer to the emerging trends on how to integrate e-learning efficiently in the business value chain in medium and large enterprises. Design/methodology/approach – The proposed approach defines methodologies and technologies for integrating technology-enhanced learning with knowledge and human resources management based on a synergistic use of knowledge models, methods, technologies and approaches covering different steps of the knowledge life-cycle. Findings – The proposed approach makes explicit and supports, from the methodological, technological and organizational points of view, mutual dependencies between the enterprise’s organizational learning and the business processes, considering also their integration in order to allow the optimization of employees’ learning plans with respect to business processes and taking into account competencies, skills, performances and knowledge available inside the organization. Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno are all ` based at the Universita di Salerno, Fisciano, Italy. Practical implications – This mutual dependency, bridging individual and organizational learning, enables an improvement loop to become a key aspect for successful business process improvement (BPI) and business process reengineering...
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...both foreign native speakers and Thai teachers present in the school, a divide in beliefs, values, policies, traditions and processes is present. The two ‘sides’ maybe well undertake tasks in a different way, however there is one belief that is clearly paramount throughout the school. The most important belief is the service and relationship provided to the customer (customer being the student and their parents) is everyone’s number one priority. Whether you are a native English or Thai teacher the attitude fed down from the top is the strong value and belief that the student’s education is most important. Processes are the series of links that define the function. Within every organisation functions have to be performed. Business process is the skeleton of a certain business activity. It involves the description of...
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...O&G Request for Information O&G E&P Purchase-to-Pay Process Management Tool This Document contains O&G confidential and proprietary information and must not be shared with any third parties without O&G written consent. Acceptance and use of this Document constitutes agreement to this condition. TABLE OF CONTENTS 1. INTRODUCTION 1.1 INTRODUCTION 1.2 OVERVIEW 1.3 OBJECTIVES 1.4 TIMELINE 1.5 EVALUATION CRITERIA 1.6 GENERAL INSTRUCTIONS 1.7 CONTACT INFORMATION 2. SCOPE & RESPONSE 2.1 SCOPE 2.2 RESPONSE 3. DRAFT AGREEMENT 4. COMPANY INFORMATION 4.1 QUESTION: COMPANY NAME 4.2 QUESTION: YEAR FOUNDED 4.3 QUESTION: PUBLIC / PRIVATE 4.4 QUESTION: NUMBER OF EMPLOYEES 4.5 QUESTION: ORIGIN, EVOLUTION AND GROWTH (BRIEF DESCRIPTION) 4.6 QUESTION: FINANCIAL PERFORMANCE RESULTS LAST 2 FISCAL YEARS (PROFIT & TURNOVER) 4.7 QUESTION: WEBSITE URL 4.8 QUESTION: CONTACT INFORMATION (NAME, POSITION, E-MAIL, PHONE NUMBER) 4.9 QUESTION: OFFICE LOCATIONS AND STAFFING LEVELS 4.10 QUESTION: DESCRIBE YOUR SUPPORT HOURS 4.11 QUESTION: DESCRIBE THE COMPANY VISION AND STRATEGY 5. FUNCTIONAL AND BUSINESS REQUIREMENTS 5.1 OVERVIEW 5.2 VISIBILITY AND REPORTING 5.3 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 5.4 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 6. BUSINESS REQUIREMENTS 6.1 BUSINESS PROCESS OPTIMIZATION 6.2 SOFTWARE FLEXIBILITY AND NEUTRALITY 6.3 SOLUTION/SERVICES...
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...enterprise and it include all the employees and systems that exist within enterprise. Therefore every company has to manage their business processes. At this situation “Business Process Management (BPM)” theories comes in to action. "BPM is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes." – David McCoy, Gartner Research Report In this report I explain about how BPM benefits to enterprise using real world examples. I research about following enterprises/organizations which implement BPM. Midwestern hospital Case Study. Let’s take Midwestern Hospital case study. It’s one of the largest and Popular Cancer Hospitals in United States. In order to gain more and more success the Hospital decided to hand shake with new business process management rules. They discuss mainly two new projects. The first one use top down approach and the second one use BPM as its new transferring tool. First approach was not success and 2nd approach - Process driven approach was successful. When implementing 2nd approach management made a questionnaire for its...
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...Faculty of Business and Law MPM 701 –Business Process Management Trimester 3， 2010 Group Assignment Tim’s Dynometers Pty Ltd Jing Jing Wu 25% 212383709 Xu bi 25% 212382669 Lantian Zhang 25% 900392452 Yang Zhou 25% 212338171 UNIT: MPM701 LECTURER: Mike Bengough DUE DATE: 11/01/2013 WORD COUNT: 1936 Table of Contents 1. BPM and Strategy……………………………………….……….…..………. 3 2. Problem Analysis.........……………………………….……….………………5 3. Proposed Solution ……..…………………..…………………………………..8 4. Solution Considerations.................................................................….……......11 5. Recommendations.………...........................................................…..……..….13 Reference List………...…………………………………………………….……14 List of Figures and Tables Figure 1: Gap model…………………...................................................................5 Figure 2: ‘As Is’ process diagram………………..................................................6 Figure 3: Project Scoping Diagram........................................................................7 Figure 4: ‘To-Be’ Processes Flow Diagram...........................................................9 Executive Summary The assignment aims to investigate the causes for the business process problem in Tim’s Dynometers Pty Ltd, with recommendations...
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...Surrey, Guildford, UK Jon M. Kleinberg Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of Technology (KIT) Englerstraße 11, Gebäude 11.40, 76131 Karlsruhe, Germany E-mail: stefan.tai@kit.edu Library of Congress Control Number: 2010933361 CR Subject Classification (1998): D.2, F.3, D.3, D.1, D.2.4, F.2 LNCS Sublibrary: SL 3 – Information Systems and Application, incl. Internet/Web and HCI ISSN ISBN-10...
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...EXECUTIVE SUMMARY This preliminary report has been compiled by MAK Consultants to tackle the key areas of concern found within Dynatrix Pty Ltd and proposes potential solutions to the organisation. The key areas of review for this assessment include: • Strategic and Tactical Planning • Business Process flow and procedures This document summarizes the methodologies employed to complete the review and presents our findings and recommendations. Throughout this document we utilize terms such as will, should consider, and shall, for example, with respect to our recommendations to Dynatrix. We believe each recommendation should be evaluated and implemented after consideration of approach, cost effectiveness and the inclusion of new information in the decision. Firstly, Dynatrix has no clear defined Strategies and continues to use manual processes and systems to manage and operate. The management techniques, business processes and systems are ill prepared to excel in today’s global market. Dynatrix must accept the changes required in its current situation whilst fostering the concept of continuous improvement. Key to future success will be the requirement for all personnel to work toward a common goal that strategically aligns the organisation. The primary facets that support the notion of continuous improvement include: • Fostering an environment that will embrace the need for change by equipping staff and the firm with adequate resources; • Introducing a unified...
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...Business Process Management Methodology 1 Introduction From Wikipedia, we copy: «A business process is a set of linked activities that create value by transforming an input into a more valuable output. Both input and output can be artifacts and/or information and the transformation can be performed by human actors, machines, or both. There are three types of business processes: 1. Management processes - the processes that govern the operation. Typical management processes include "Corporate Governance" and "Strategic Management". 2. Operational processes - these processes create the primary value stream, they are part of the core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales. 3. Supporting processes - these support the core processes. Examples include Accounting, Recruitment, IT-support. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Activities are parts of the business process that do not include any decision making and thus are not worth decomposing (although decomposition would be possible), such as "Answer the phone", "produce an invoice".» A business process is a systematic approach of the enterprise, where its activities are examined as revenue generating and value adding transformations of...
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...MPM701 BUSINESS PROCESS MANAGEMENT WRITTEN ASSIGNMENT TRIMESTER 2, 2011 Name:Tinajit Kaur Kalwant Singh Student No: 211663781 Contribution: 33.3% Name: Howe Soo Ling Melissa Student No: 211658753 Contribution: 33.3% Name: Hui Li Student No: 211171354 Contribution: 33.3% Executive Summary The key to have a competitive advantage in an organization is to constantly improve its business processes. BPM enables effective and efficient process developments by creating an agile organization that can react quickly to customer demands, streamline business processes, enhance integrity and timeliness in production, respond accordingly to changes in business operations and policies and improve risk management capabilities through process consistency. In this context, Ben’s most urgent problem is the paper based manual methods to get things done and not having any streamlined and computer based business processes in the organization. In order to help Omnicron establish a high-efficient working process, Enterprise Resource Planning is introduced which is expected to impose positive influence on Sale, Production, Procurement, Inventory, Finance and Accounting. By implementing ERP, a number of previous crossed workflows can be integrated reasonably. At the same time all information used to be processed or saved on paper begins to be stored and shared in a central information data accessed by various relative departments, thus save time and cut cost for Omnicron...
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...Changes in BPM[edit] Roughly speaking, the idea of business process is as traditional as concepts of tasks, department, production, and outputs..[citation needed] The management and improvement approach as of 2010, with formal definitions and technical modeling, has been around since the early 1990s (see business process modeling). Note that the IT community often uses the term "business process" as synonymous with the management of middleware processes; or as synonymous with integrating application software tasks. This viewpoint may be overly restrictive - a limitation to keep in mind when reading software engineering papers that refer to "business processes" or to "business process modeling". Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. For example (in workflow systems), when individual steps in the business process require deploying human intuition or judgment, these steps are assigned to appropriate members within the organization. More advanced forms such as "human interaction management"[6][7] are in the complex interaction between human workers in performing a workgroup task. In this case, many people and systems interact in structured, ad hoc, and sometimes completely dynamic ways to complete one to many transactions. BPM can be used to understand...
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...Describe the management process. Explain how managers use their roles and skills to carry out their management functions? * Describe the basic management process * Discuss manager roles and skills used in performing management functions * Use an organisation to provide examples for your discussion beginning to end. Management is the process of reaching organizational goals by working with and through people and other organizational resources. It is a process or series of continuing and related activities, involves and concentrates on reaching organizational goals and it reaches these goals by working with and through people and other organizational resources. The key managerial functions are planning, organizing, leading and controlling and are all crucial to the success of any manager. Managers exist in every business. In fact, managers do the same types of tasks in all businesses. Whether a person manages a hair salon or a factory, the manager’s job consists of similar tasks. Planning, organizing, leading and controlling all serve an important part in achieving management’s vision. Each component is important and one cannot function well without the others. Planning is preparing a sequence of action steps to achieve some specific goal. It is usually short term and stresses on the formulation of functional plans such as day-to-day operation plans. It is foreseeing future circumstances and requirements. Planning involves defining organization goals, establish...
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...The Management process entails 4 essential managerial tasks. Each task holds a certain importance to the process and essentially aids in achieving a managers highest goal: setting high performance. Each of these tasks adds to the efficiency and effectiveness of a manager’s unique managing style and process. The four essential managerial tasks are planning, controlling, leading, and organizing. In order to understand how each are important let’s first explain each task. Planning deals with choosing appropriate organizational goals and courses of action to best achieve those goals. In this task, managers decide which goals the organization will pursue, what strategies to adopt to attain those goals, and how to allocate organizational resources to pursue the strategies that attain those goals. Lack of proper planning in an organization can lead to inefficiency and ineffectiveness in the organization. Without proper planning it is seemingly impossible to hit a peak level of performance. Planning sets the tone for an organizations success and opens the door to new heights in a manager’s career. Organizing is structuring working relationships so organizational members interact and cooperate to achieve organizational goals. It is the manager’s job to be able to successfully organize the people into departments according to the kinds of job-specific tasks they will perform. Organizing lays out the “lines of authority and responsibility” among the different individuals and groups...
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... Lillie Nephew Service Process Management The workplace that I work at is a federal grant program, with about three hundred employees. The problem that we are experiencing is lack of communication with the employees from the administration department that the whole program is suffering and causing a decrease in production. Today companies are trying to make the most of every dollar to increase their competitive edge. Even a small decrease in overhead costs or increase in productivity can make big difference. Because our grant is allocated and ear mark based on our annual performance, there has to be a proposal management organization plan in place. If the Operations Consulting Process and the five Ps of production are not applied (Chase. 2008. p. 379 - 383), there is no doubt that going into fiscal 2014, the market will be different. Sequestration and continuing resolutions will take their toll on the federal budget, resulting in less procurement. The net result is that competition for the remaining government dollars will be stiller as companies’ battle for market share. Because we want the company to succeed, someone needs to step up and take the lead. Since organizations are ultimately shaped by human behavior, effective task management depends upon organizing workers into the most economically and strategically beneficial model. Relationships among...
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...MGMT 310-50 | Manager Interviews | Individual Project | | | 8/15/2015 | Individual Project: Manager Interviews Executive Summary/Introduction As a process, management is a series of connected functions. Management does not take place in any particular order; it is a continuous process in which managers adjust what they are doing if a situation requires them to do so. The management process consists of the four functions, planning, organizing, and controlling, performed in order to achieve business objectives. The management function of planning is the practice of setting performance goals and identifying what actions should be used to meet them. The function of organizing includes assembling duties, individuals, and other assets to complete business objectives. Motivating people to work hard to achieve good performance standards is a key element in the leading function of the management process. The function of controlling entails calculating performance and taking action to guarantee results (Schermerhorn, 2011, p. 11). Background I chose to interview three managers of different management levels. The first manager is Valerie; she is a mid-level manager in the department of payroll. Valerie works for a government agency, the U.S. Postal Service, which has over 600,000 employees in total. Valerie has 22 employees who report directly to her. The next manager I interviewed was Katie; she is a lower-level manager in the department of Customer Service. ...
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