1.1.

What is BPM, focus of BPM, what is a task, an event

BPM (Business Process Management) is a discipline involving the modeling, automation, execution,
control, measurement, and optimization of business processes. The focus of BPM is to improve corporate
performance by managing and optimizing a company's business processes. It involves analyzing,
designing, implementing, monitoring, and refining business processes to make them more efficient and
effective.

Focus of BPM:
1. Process Modeling: Creating a detailed representation of the current process (as-is) and the
improved process (to-be).
2. Process Automation: Using technology to automate repetitive tasks within the process.

3. Process Execution: Implementing the processes in a real-world scenario.

4. Process Control: Monitoring processes to ensure they are functioning as intended.

5. Process Measurement: Analyzing data to understand process performance.

6. Process Optimization: Continuously improving processes based on feedback and performance

metrics.

Task:
In BPM, a task is a single unit of work or a specific piece of activity that needs to be accomplished within
a process. Tasks are the building blocks of business processes and are often performed by individuals,
groups, or automated systems. Each task has a specific goal and contributes to the overall objective of the
business process.

Event:
An event in BPM is something that happens during a process and can affect the flow of the process.
Events are triggers that can start, interrupt, or end a process or a task. Events are typically categorized into
three types:
1. Start Events: These trigger the beginning of a process.

2. Intermediate Events: These occur during a process and can affect its flow (e.g., delays, errors).

3. End Events: These signify the completion of a process.

Events can be further classified into specific types, such as message events, timer events, error events,
and more, depending on the nature of the trigger and its impact on the process.
1.2. Contents of each stage in BPM life cycle

The BPM (Business Process Management) life cycle consists of several stages, each focusing on specific
activities to manage and improve business processes. Here are the detailed contents of each stage:

1. Process Identification
Objective: Identify and prioritize business processes for improvement.
Activities:
 Process Discovery: Identify all existing processes within the organization.
 Process Prioritization: Evaluate processes based on their impact on business goals, frequency of
use, and potential for improvement.
  Stakeholder Identification: Identify key stakeholders and process owners who are involved or
affected by the process.

2. Process Modeling
Objective: Create a detailed representation of the current and future states of the process.
Activities:
 As-Is Modeling: Document the current state of the process, including all tasks, events, and
resources involved.
 To-Be Modeling: Design the improved process, focusing on efficiency, effectiveness, and
alignment with business goals.
 Modeling Tools: Use BPM tools (e.g., BPMN, flowcharts) to create visual representations of the
process.

3. Process Analysis
Objective: Analyze the process to identify inefficiencies, bottlenecks, and opportunities for
improvement.
Activities:
 Performance Metrics: Define and measure key performance indicators (KPIs) for the process.
 Root Cause Analysis: Identify the root causes of process inefficiencies and issues.
 Simulation: Use process simulation tools to test the performance of the current and proposed
processes under various conditions.

4. Process Design
Objective: Design the optimized process, addressing the issues identified during analysis.
Activities:
 Improvement Strategies: Develop strategies to eliminate inefficiencies and enhance process
performance (e.g., automation, reorganization).
 Resource Allocation: Determine the resources required for the optimized process.
 Validation: Ensure that the proposed design meets business goals and stakeholder requirements.

5. Process Implementation
Objective: Implement the designed process in the real-world environment.
Activities:
 Automation: Use BPM software to automate repetitive tasks and workflows.
 Training: Train employees and stakeholders on the new process and any new tools or systems.
 Change Management: Manage organizational change to ensure smooth adoption of the new
process.

6. Process Monitoring
Objective: Continuously monitor the process to ensure it performs as expected.
Activities:
 Real-Time Monitoring: Use BPM tools to track process performance in real-time.
 Performance Reports: Generate and analyze reports on process performance and KPIs.
 Issue Identification: Detect and address any deviations or issues in the process.

7. Process Optimization
Objective: Continuously improve the process based on performance data and feedback.
Activities:
 Continuous Improvement: Apply methodologies like Lean, Six Sigma, or Kaizen to iteratively
improve the process.
 Feedback Loop: Collect and incorporate feedback from stakeholders and process participants.
 Reevaluation: Regularly reassess the process to identify new opportunities for improvement.

8. Process Reengineering
Objective: Radically redesign the process if incremental improvements are insufficient.
Activities:
 Fundamental Rethinking: Analyze the entire process from scratch to achieve dramatic
improvements.
 Benchmarking: Compare the process with industry best practices and standards.
 Innovation: Introduce innovative solutions and technologies to transform the process.
By following these stages in the BPM life cycle, organizations can systematically manage and optimize
their business processes to achieve greater efficiency, effectiveness, and alignment with strategic goals.
1.3. Meaning of SMART, I-H-F

SMART
The SMART criteria are a set of guidelines for setting clear, achievable goals. SMART stands for:
1. Specific: Clearly define what you want to achieve. Avoid vague goals by answering the who,
what, where, when, and why questions.
o Example: Instead of "Improve customer service," say "Reduce customer complaints by
20% over the next six months by improving response times and training staff."
2. Measurable: Ensure that you can track progress and measure the outcome. Use quantifiable
indicators.
o Example: "Increase website traffic by 15% over the next three months."

3. Achievable: Set realistic goals that are attainable given the resources and constraints.

o Example: "Train all customer service representatives on the new software within two
months."
4. Relevant: Align your goals with broader business objectives and ensure they matter to you.
 o Example: "Develop a new product feature that meets the needs of our top client segment,
which accounts for 40% of our revenue."
5. Time-bound: Set a deadline to create a sense of urgency and to ensure timely completion.

o Example: "Launch the new marketing campaign by the end of Q3."

I-H-F
I-H-F stands for Input-Help-Feedback, a framework often used in communication and project
management to ensure clarity and efficiency.
1. Input:

o Gather all necessary information, data, and resources before starting a task or project.

o Example: Before launching a new product, gather market research, customer feedback, and
competitor analysis.
2. Help:

o Seek assistance, collaboration, or resources needed to complete the task efficiently.

o Example: Collaborate with the marketing team to create a promotional plan for the new
product launch.
3. Feedback:

o Regularly collect and review feedback to make necessary adjustments and improvements.

o Example: After the product launch, gather customer feedback to identify areas for
improvement and make iterative changes.
Using the I-H-F framework ensures that you have all the necessary information, support, and insights to
successfully complete a project or task.
1.5. Meaning, matching definition, example of VA, waste analysis, Pareto analysis,
6M in fishbone

1. Value Analysis (VA)

Meaning: Value Analysis (VA) is a systematic approach to improving the value of a product or process
by examining its functions and identifying ways to achieve those functions at a lower cost without
sacrificing quality.
Matching Definition: A method used to enhance the value of products or services by examining their
components, functions, and costs to find ways to improve functionality or reduce costs.
Example: A company manufacturing a household appliance conducts a VA to identify that using a
different material for a component can reduce costs by 15% without affecting the appliance's durability or
performance.

2. Waste Analysis
Meaning: Waste Analysis involves identifying and eliminating non-value-added activities or processes
that do not contribute to customer value, thus improving overall efficiency and productivity.
Matching Definition: The process of examining a system or workflow to identify areas where resources
are wasted and implementing strategies to reduce or eliminate these inefficiencies.
Example: In a manufacturing plant, waste analysis might reveal that a significant amount of time is
wasted due to frequent machine setups. By implementing a single-minute exchange of die (SMED)
approach, setup times are drastically reduced, increasing production efficiency.

3. Pareto Analysis
Meaning: Pareto Analysis, also known as the 80/20 rule, is a statistical technique used to identify the
most significant factors in a set of data, helping to prioritize the issues that will have the greatest impact
when addressed.
Matching Definition: A decision-making tool that focuses on identifying and prioritizing the most
critical issues by determining which factors constitute the majority of problems (typically 80% of effects
come from 20% of causes).
Example: A customer service department uses Pareto Analysis to determine that 80% of customer
complaints are due to just 20% of the service issues, allowing them to focus their improvement efforts on
those key areas.

4. 6M in Fishbone Diagram (Ishikawa Diagram)

Meaning: The 6M method in the Fishbone Diagram is used to categorize potential causes of problems or
defects in a process, helping to identify the root causes systematically.
Matching Definition: A framework for identifying and organizing potential causes of a problem into six
categories: Man (People), Machine (Equipment), Method (Process), Material (Supplies), Measurement
(Data), and Mother Nature (Environment).
Examples for each category:
1. Man (People): Inadequate training or human error. For instance, frequent mistakes in data entry
due to lack of proper training.
2. Machine (Equipment): Equipment malfunction or inefficiencies. For example, a production line
experiencing downtime due to outdated machinery.
3. Method (Process): Inefficient processes or procedures. An example would be a lengthy approval
process causing delays in project timelines.
4. Material (Supplies): Poor quality or shortage of materials. For instance, a defect in raw materials
leading to product quality issues.
5. Measurement (Data): Inaccurate data or measurement errors. An example is incorrect
measurements in a lab experiment affecting the results.
6. Mother Nature (Environment): Environmental factors impacting the process. For instance,
excessive humidity in a manufacturing facility affecting product quality.
By using these tools and analyses, businesses can systematically identify, prioritize, and address issues,
leading to improved efficiency, reduced costs, and enhanced overall performance.
1.6. Calculate average cost and processing time of simple process

To calculate the average cost and processing time of a simple process, we need to follow a systematic
approach. Here are the steps involved:

1. Identify Process Steps

List all the steps involved in the process.

2. Gather Data
Collect data on the cost and time required for each step. This data might include labor costs, material
costs, machine costs, and the time taken for each step.

3. Calculate Total Cost and Total Time

Sum up the costs and processing times for each step.

4. Determine the Number of Instances

Identify the number of instances or repetitions of the process to calculate the averages.

Example Process
Let's consider a hypothetical example of a simple three-step process:
1. Step 1: Initial Setup

o Cost: $50

o Time: 30 minutes

2. Step 2: Processing

o Cost: $100

o Time: 60 minutes

3. Step 3: Finalization

o Cost: $30

o Time: 20 minutes

Assume this process is repeated 10 times.

1. Total Cost Calculation

2. Total Processing Time Calculation

er of

Instance
Total Processing Time=(30+60+20)×10=110×10=1100 minutes

4. Average Cost Calculation

 5. Average Processing Time Calculation

Summary
 Total Cost: $1800
 Total Processing Time: 1100 minutes
 Average Cost per Process: $180
 Average Processing Time per Process: 110 minutes
This method can be applied to any process by substituting the appropriate values for costs, times, and the
number of instances.
1.8. Matching example with 9 type of heuristics; dimensions to classify redesign orbit

1. Eliminate
Meaning: Remove unnecessary steps or elements in a process to simplify and streamline it.
Example: Removing redundant approval steps in an expense reimbursement process to reduce processing
time.

2. Combine
Meaning: Merge multiple steps or tasks into a single one to reduce complexity and improve efficiency.
Example: Combining the steps of order verification and order entry into one step to speed up order
processing.
3. Simplify
Meaning: Make the process easier to understand and execute by reducing its complexity.
Example: Simplifying a customer feedback form by reducing the number of questions to focus only on
the most critical information.

4. Integrate
Meaning: Ensure that different systems or processes work together seamlessly to improve overall
efficiency.
Example: Integrating the customer relationship management (CRM) system with the email marketing
platform to automate personalized email campaigns.

5. Parallelize
Meaning: Arrange tasks so that they can be performed concurrently rather than sequentially, reducing
overall processing time.
Example: Allowing multiple departments to review a project proposal simultaneously instead of
sequentially.

6. Outsource
Meaning: Delegate tasks or processes to external parties who can perform them more efficiently or at a
lower cost.
Example: Outsourcing payroll processing to a specialized firm to save time and reduce costs.

7. Automate
Meaning: Use technology to perform tasks that were previously done manually to improve accuracy and
efficiency.
Example: Implementing an automated invoice processing system to reduce manual data entry and errors.

8. Decentralize
Meaning: Distribute decision-making authority to lower levels in the organization to speed up responses
and improve flexibility.
Example: Allowing local branch managers to approve routine expenses without needing central office
approval.

9. Standardize
Meaning: Establish uniform procedures and guidelines to ensure consistency and efficiency across the
process.
Example: Standardizing the format of financial reports across all departments to ensure consistency and
make it easier to consolidate data.

Matching Examples:
1. Eliminate: Removing unnecessary approval steps in a purchase order process to reduce delays.

2. Combine: Merging order processing and invoicing into a single step to streamline workflow.

3. Simplify: Reducing the number of options in an automated phone system to make it easier for
customers to navigate.
 4. Integrate: Connecting the inventory management system with the order processing system to
avoid manual data entry.
5. Parallelize: Allowing parallel processing of multiple loan applications instead of processing them
sequentially.
6. Outsource: Contracting out payroll processing to a third-party provider to reduce administrative
workload.
7. Automate: Implementing an automated email response system to instantly acknowledge customer
inquiries.
8. Decentralize: Empowering local managers to approve small expenditures without needing central
office approval.
9. Standardize: Using a uniform format for financial reports across all departments to ensure
consistency.
1.9. Steps, content of change management models

Change management models provide structured frameworks to guide organizations through the process of
planning, implementing, and managing change effectively. Here are the typical steps and content found in
change management models:

Steps in Change Management Models

1. Assessment and Preparation

o Assess Current State: Evaluate the organization's readiness and identify the need for
change.
o Establish Objectives: Define clear goals and outcomes for the change initiative.

o Build a Case for Change: Communicate reasons for change to stakeholders and gain their
support.
2. Planning

o Develop a Change Management Plan: Create a detailed roadmap outlining activities,

timelines, resources, and responsibilities.
o Risk Assessment: Identify potential risks and develop mitigation strategies.

o Communication Strategy: Plan how information about the change will be communicated
to stakeholders.
3. Implementation

o Execute the Plan: Implement changes according to the established roadmap.

o Provide Support: Offer training, resources, and support to help individuals adapt to the
change.
o Monitor Progress: Track implementation progress and address issues as they arise.

4. Evaluation

o Assess Effectiveness: Evaluate the impact of the change on organizational goals and
performance.
 o Collect Feedback: Gather feedback from stakeholders to identify lessons learned and
areas for improvement.
o Adjustments: Make necessary adjustments based on evaluation findings to ensure
ongoing success.
5. Sustainment

o Integrate Change: Embed changes into the organization's culture, policies, and practices.

o Monitor and Reinforce: Continuously monitor the change to ensure sustainability and
reinforce new behaviors.
o Celebrate Success: Recognize and celebrate achievements and milestones to maintain
momentum.

Content of Change Management Models

While specific models may vary, the content typically includes:
 Vision and Strategy: Clear articulation of the desired future state and the strategy to achieve it.
 Stakeholder Analysis: Identification of stakeholders affected by the change and their roles in the
process.
 Communication Plan: Strategies for communicating the change, including messaging, channels,
and frequency.
 Training and Development: Programs to develop skills and knowledge required to support the
change.
 Leadership Engagement: Role of leaders in championing the change, providing direction, and
modeling desired behaviors.
 Resistance Management: Strategies to address and manage resistance to change among
stakeholders.
 Measurement and Metrics: Criteria for evaluating the success of the change initiative and
monitoring progress.
 Continuous Improvement: Mechanisms to foster ongoing learning, adaptation, and improvement
throughout the change process.
By following these steps and incorporating these components, organizations can effectively navigate the
complexities of change, minimize disruption, and achieve successful outcomes. Different change
management models may emphasize certain aspects more than others depending on organizational
culture, industry, and the nature of the change itself.

1.10. Steps of Force Field Analysis

Force Field Analysis is a technique used in change management to identify and analyze the forces that
drive and resist change within an organization. Here are the typical steps involved in conducting Force
Field Analysis:

Steps of Force Field Analysis:

1. Define the Change Objective

o Clearly articulate the desired change or objective that you want to achieve. This could be
implementing a new process, adopting a new technology, or restructuring a department.
2. Identify Driving Forces

o Identify and list all the factors that are pushing towards or supporting the change. These
are the forces that are helping to achieve the change objective.
o Examples of driving forces:

 Leadership support
 Employee motivation
 Clear benefits of the change
 Market demand
3. Identify Restraining Forces

o Identify and list all the factors that are resisting or hindering the change. These are the
forces that are preventing or slowing down progress towards the change objective.
o Examples of restraining forces:

 Resistance from employees

 Lack of resources
 Existing organizational culture
 Regulatory constraints
4. Score Driving and Restraining Forces

o Assign a score or weight to each driving and restraining force based on its strength or
influence on the change objective. This could be done on a scale (e.g., 1 to 5, with 5 being
the strongest).
5. Evaluate and Prioritize Forces

o Review and compare the scores of driving and restraining forces to prioritize them based
on their impact on achieving the change objective.
o Focus on forces with high scores (both driving and restraining) as they have the most
significant impact.
6. Develop Strategies

o Develop strategies to strengthen the driving forces and weaken or overcome the restraining
forces. These strategies should aim to tip the balance in favor of the change objective.
o Strategies may include:

 Building consensus and buy-in among stakeholders

 Providing training and support for employees
 Allocating additional resources
 Addressing cultural barriers
7. Implement and Monitor

o Implement the strategies developed to manage the forces identified in the analysis.
 o Continuously monitor progress and adjust strategies as needed based on ongoing
evaluation and feedback.
8. Review and Adjust

o Periodically review the Force Field Analysis to assess changes in driving and restraining
forces over time.
o Adjust strategies and actions accordingly to maintain momentum and overcome new
challenges.

Example Application:
Let's say a company wants to implement a new customer relationship management (CRM) system:
 Objective: Implement a new CRM system to improve customer service and increase sales
efficiency.
 Driving Forces: Leadership support, potential for increased sales, improved customer data
management.
 Restraining Forces: Employee resistance to change, high implementation costs, existing IT
infrastructure limitations.
 Strategies: Provide extensive training and support for employees, secure budget for
implementation, communicate benefits of the new system to employees and stakeholders.
By systematically analyzing and managing these driving and restraining forces, organizations can
effectively plan and execute change initiatives while minimizing resistance and maximizing support from
stakeholders.
Part 3: Theoretical based question - 2 points

3.1. Name, step to implement, output of qualitative/ quantitative techniques in

analyzing business process
Analyzing business processes involves using qualitative and quantitative techniques to gain insights and
make informed decisions. Here's how these techniques are typically named, implemented, and their
outputs:

Qualitative Techniques
1. Name: Interviews and Focus Groups

2. Steps to Implement:

o Step 1: Identify key stakeholders and participants.

o Step 2: Develop interview or focus group questions.

o Step 3: Conduct interviews or focus group sessions.

o Step 4: Analyze responses for common themes and insights.

o Step 5: Prepare a summary or report of findings.

3. Output:

o Qualitative Data: Descriptive insights into attitudes, perceptions, and opinions.

o Themes and Patterns: Identification of common issues, concerns, or opportunities.

 o Recommendations: Qualitative recommendations for process improvement based on
participant feedback.

Quantitative Techniques
1. Name: Process Mapping and Time Studies

2. Steps to Implement:

o Step 1: Define the scope and objectives of the study.

o Step 2: Map out the current process flow using tools like flowcharts or process mapping
software.
o Step 3: Measure and document the time taken for each step in the process.

o Step 4: Analyze process bottlenecks, inefficiencies, and areas for improvement.

o Step 5: Develop recommendations for optimizing the process based on quantitative data.

3. Output:

o Quantitative Data: Metrics such as cycle time, lead time, and processing times for each
process step.
o Process Flow Diagrams: Visual representation of the current process flow, highlighting
bottlenecks and dependencies.
o Improvement Recommendations: Quantitative insights into where time savings or
efficiency gains can be achieved, based on data analysis.

Example Application:
Scenario: A retail company wants to improve its order fulfillment process.
 Qualitative Technique (Interviews and Focus Groups):
o Implementation: Conduct interviews with warehouse staff and customer service
representatives.
o Output: Insights into communication breakdowns between departments, staff workload
perceptions, and customer service issues.
 Quantitative Technique (Process Mapping and Time Studies):
o Implementation: Map out the order fulfillment process from order receipt to shipment.

o Output: Metrics on order processing times at each stage, identification of delays at the
packaging stage, and recommendations for streamlining the process flow.
By integrating both qualitative and quantitative techniques, organizations can gain a comprehensive
understanding of their business processes, identify improvement opportunities, and implement targeted
changes to enhance efficiency and customer satisfaction.
3.2. Choose one real process then determine criteria to measure performance of this
process (ensure SMART)
Let's choose the process of "Customer Service Response Time" as our real process to measure
performance. Here's how we can define SMART criteria to measure the performance of this process:

Process: Customer Service Response Time

SMART Criteria:
1. Specific:

o Define exactly what aspect of response time we are measuring. For example, "Average
time taken to respond to customer inquiries via email."
2. Measurable:

o Establish a quantifiable measure. For instance, "Reduce average response time from 24
hours to 12 hours."
3. Achievable:

o Ensure that the goal is realistic and attainable based on current resources and capabilities.
Consider factors like staffing levels, technology infrastructure, and training.
4. Relevant:

o Ensure that improving customer service response time aligns with organizational goals and
priorities, such as enhancing customer satisfaction and loyalty.
5. Time-bound:

o Set a specific timeframe for achieving the goal. For example, "Achieve the target response
time reduction within the next 6 months."

Example SMART Performance Criteria for Customer Service Response Time:

 Specific: Measure the average time taken to respond to customer inquiries submitted through the
company's website contact form.
 Measurable: Reduce the average response time from 24 hours (current baseline) to 12 hours.
 Achievable: Increase customer service staffing during peak inquiry times and implement
automated email templates for faster responses.
 Relevant: Improving response times directly impacts customer satisfaction and retention rates.
 Time-bound: Achieve the target response time reduction within the next 6 months.

Measurement Metrics:
To measure the performance of the "Customer Service Response Time" process based on the SMART
criteria, we would use the following metrics:
 Average Response Time: Calculate the average time taken to respond to customer inquiries over
a specified period (e.g., daily, weekly, monthly).
 Response Time Distribution: Analyze the distribution of response times (e.g., 90th percentile
response time) to ensure consistency and reliability in responses.
 Customer Feedback: Obtain feedback from customers on their satisfaction with response times
and service quality.
 Number of Escalations: Track the number of inquiries that require escalation due to delayed
responses beyond the target time frame.
By monitoring these metrics and continuously striving to meet the SMART criteria, organizations can
effectively manage and improve the performance of their customer service response time process,
ultimately enhancing overall customer experience and satisfaction.
3.3. Briefly describe 9 heuristics in business process re-design and give illustrated
example for 3 of 9 heuristics.
Business process redesign involves using various heuristics or rules of thumb to simplify and improve
processes. Here are nine heuristics commonly applied in business process redesign:

1. Eliminate
Heuristic: Remove unnecessary steps or elements in a process to simplify and streamline it.
Example: In a manufacturing process for a product, eliminate redundant quality control checks that do
not add significant value, thereby reducing production time and costs.

2. Combine
Heuristic: Merge multiple steps or tasks into a single one to reduce complexity and improve efficiency.
Example: Combine the steps of order processing and invoicing into a single integrated workflow,
eliminating handoffs and reducing processing time.

3. Simplify
Heuristic: Make the process easier to understand and execute by reducing its complexity.
Example: Simplify the customer registration process on a website by reducing the number of required
fields from 15 to 7, resulting in faster customer onboarding and reduced dropout rates.

4. Integrate
Heuristic: Ensure that different systems or processes work together seamlessly to improve overall
efficiency.

5. Parallelize
Heuristic: Arrange tasks so that they can be performed concurrently rather than sequentially, reducing
overall processing time.

6. Outsource
Heuristic: Delegate tasks or processes to external parties who can perform them more efficiently or at a
lower cost.

7. Automate
Heuristic: Use technology to perform tasks that were previously done manually to improve accuracy and
efficiency.

8. Decentralize
Heuristic: Distribute decision-making authority to lower levels in the organization to speed up responses
and improve flexibility.

9. Standardize
Heuristic: Establish uniform procedures and guidelines to ensure consistency and efficiency across the
process.
These heuristics provide a structured approach to rethinking and optimizing business processes, leading to
improved efficiency, reduced costs, and enhanced customer satisfaction.
3.4. Definition, role, step to implement Force Field Analysis, give an example
Force Field Analysis
Definition: Force Field Analysis is a technique used to analyze and visualize the forces (both driving
forces and restraining forces) that influence a situation, particularly in the context of change management.
It helps identify factors that support or hinder achieving a desired goal or change.
Role: The role of Force Field Analysis is to provide a structured framework for understanding the forces
at play in a situation, facilitating informed decision-making and strategy development. It helps
organizations or teams assess the balance of forces and determine how to strengthen driving forces and
weaken restraining forces to achieve successful change.
Steps to Implement Force Field Analysis:
1. Define the Change Objective:

o Clearly articulate the specific change or goal you want to achieve. For example,
"Implementing a new performance management system."
2. Identify Driving Forces:

o Brainstorm and list all the factors that are pushing towards or supporting the change
objective. These are the positive factors that aid in achieving the goal.
3. Identify Restraining Forces:

o Brainstorm and list all the factors that are resisting or hindering the change objective.
These are the negative factors that oppose or slow down progress towards the goal.
4. Score the Forces:

o Assign a score or weight to each driving and restraining force based on its strength or
influence on the change objective. This can be done using a scale (e.g., 1 to 5, with 5 being
the strongest).
5. Visualize and Analyze:

o Create a Force Field Analysis diagram or table to visually represent the driving and
restraining forces. This helps stakeholders visualize the balance of forces and their impact.
6. Develop Strategies:

o Based on the analysis, develop strategies to reinforce driving forces and mitigate or
eliminate restraining forces. Strategies should aim to tip the balance towards achieving the
desired change.
7. Implement and Monitor:

o Implement the identified strategies and actions to manage the forces identified in the
analysis.
o Continuously monitor progress and adjust strategies as needed based on ongoing
evaluation and feedback.
Example of Force Field Analysis:
Objective: Implementing a new telecommuting policy to improve employee work-life balance.
 Driving Forces:
o Supportive leadership advocating for flexible work arrangements.
 o Employee demand for work-life balance.

o Potential cost savings on office space and utilities.

 Restraining Forces:
o Concerns about decreased productivity and communication.

o Resistance from middle management accustomed to traditional work practices.

o Technological limitations for remote work setups.

Strategies:
 Driving Forces: Increase communication about benefits of telecommuting, provide training on
remote work tools.
 Restraining Forces: Address concerns through pilot programs, offer phased implementation with
performance metrics.
By systematically implementing Force Field Analysis, organizations can effectively navigate obstacles
and enhance the likelihood of successful change initiatives.
3.5. Describe details of Business Process Management Life Cycle and necessity of
Business Process Management.
Business Process Management (BPM) Life Cycle
The BPM life cycle is a structured approach used by organizations to improve and manage their business
processes effectively. It typically consists of several phases:
1. Design Phase:

o Objective: Define and design the desired future state of business processes.

o Activities: Identify processes to be improved, analyze current processes, model new

processes using techniques like process mapping or flowcharts, and design process
improvements.
2. Modeling Phase:

o Objective: Create detailed process models that document how processes operate.

o Activities: Develop process models using BPMN (Business Process Model and Notation)
or other modeling tools to capture process flow, activities, decision points, roles, and
interactions.
3. Execution Phase:

o Objective: Implement and execute the designed processes in real-world scenarios.

o Activities: Implement process automation, integrate systems and technologies, and deploy
process improvements across the organization.
4. Monitoring Phase:

o Objective: Monitor and measure process performance to ensure they meet business goals
and KPIs (Key Performance Indicators).
o Activities: Continuously monitor process metrics such as cycle time, throughput, error
rates, and customer satisfaction. Use BPM software or tools for real-time monitoring and
analytics.
 5. Optimization Phase:

o Objective: Identify opportunities for further improvement and optimization of processes.

o Activities: Analyze process performance data, conduct root cause analysis of

inefficiencies, implement continuous improvement initiatives, and iterate on process
designs based on feedback and outcomes.
6. Automation Phase:

o Objective: Automate repetitive tasks and streamline workflows to improve efficiency and
reduce manual effort.
o Activities: Implement robotic process automation (RPA), workflow automation, and
integration with IT systems to automate routine tasks and reduce human error.

Necessity of Business Process Management (BPM)

Business Process Management is essential for organizations for several reasons:
1. Enhanced Efficiency and Productivity:

o BPM helps streamline processes, reduce waste, and eliminate bottlenecks, leading to
increased efficiency and productivity.
2. Improved Quality and Consistency:

o By standardizing processes and enforcing best practices, BPM ensures consistent outputs
and higher quality deliverables.
3. Better Customer Experience:

o Optimized processes result in faster response times, improved service delivery, and
enhanced customer satisfaction.
4. Cost Reduction:

o BPM identifies cost-effective ways to perform tasks, reduces unnecessary steps, and
minimizes resource wastage, leading to cost savings.
5. Agility and Adaptability:

o Organizations can quickly respond to market changes, customer demands, and regulatory
requirements by agilely adjusting and optimizing processes.
6. Risk Management and Compliance:

o BPM helps ensure processes adhere to industry regulations and compliance standards,
reducing risks associated with non-compliance and operational failures.
7. Innovation Enablement:

o BPM fosters a culture of continuous improvement and innovation by encouraging process

innovation and experimentation.
8. Data-Driven Decision Making:

o BPM provides actionable insights through process analytics and performance metrics,
enabling informed decision-making and strategic planning.
In essence, BPM enables organizations to operate more efficiently, adapt to changing market conditions,
and deliver value to customers consistently. It serves as a cornerstone for organizational excellence and
sustainable growth in today's competitive business environment.
3.6. Describe the following picture

In the Business Processes section at the top, there are six main processes listed from left to right:
1. Source to Pay

2. Design to Operate

3. Lead to Cash

4. Quote to Order

5. Invoice to Cash

6. Market to Service

Each process is connected by arrows indicating the flow from one process to another.
Below each of these main processes are specific subprocesses related to them. For example:
 Under Source to Pay: Buy and Procure to Contract.
 Under Design to Operate: Idea to Product.
 Under Lead to Cash: Make-to-Order, Make-to-Stock, and Sell from Stock.
 Under Quote to Order: Request-to-Service and Assemble-to-Order.
 And under Invoice To Cash: Invoice.

At the bottom of the diagram are three applications that support these business processes:
1. SAP S/4HANA under Record To Report

2. SAP INTELLIGENT SUITE under Hire To Retire

3. INDUSTRY CLOUD under Expense To Pay

The image also includes a legend with icons representing collaboration (two interconnected circles),
maintenance (a wrench), and innovation (a light bulb), which appear above certain subprocesses in the
chart