information system project

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Engineering

Business Process Management

Prince sultan university in Saudi Arabia

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Prince Sultan University College of Computer and Info Sciences / Department of Computer Science Term 231 Second Semester 2023 – 2024 COURSE SYLLABUS Mission Statement of the Bachelor of Computer Science Program(s): Provide high quality, computer science education to prepare top graduates through an environment that promotes innovative thinking, ethical behavior, lifelong learning, research, and service to the community. 1. Course Number and Name IS 205: Business Process Management 2. Credits and contact hours 3/4 (3/ 0/1) 3. Instructor’s or course coordinator’s name: Ms. Hanaa AlAhmari a. Scheduled Office Hours: 11-12 (Sun, Tues, Thurs) and 12-1 PM (Sun, Tues) by booking an appointment. b. Office Location: W354 c. Email: hahmari@psu.edu.sa 4.Textbook, title, author, and year 1. Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo Reijers. (2013). Fundamental of Business Process Management. Springer. 2. John Jeston and Johan Nelis. (2010). “Business Process Management: Practical Guidelines to Successful Implementations”. Butterworth. 5. Specific course information a. Brief description of the content of the course (catalogue description) This course introduces the key concepts and approaches to business process management and improvement. The focus is on understanding and designing business processes. Students learn how to identify, document, model, assess, and improve core business processes. Process design principles are introduced and the ways information technology can be used to manage, transform, and improve business processes are discussed. Students are exposed to challenges and approaches to organizational change, domestic and offshore outsourcing, and inter-organizational processes. b. Prerequisites or co-requisites IS201 c. Required, Elective or Selected Elective Required Course 6. Specific goals for the course Course Learning Outcomes (CLO): Students will be able to: CLO 1: Describe the concept of BPM through its lifecycle, maturity, and issues in its implementation, and its effective implementation in organizations CLO 2: Recognize the importance of BPM, key success factors, drivers and triggers CLO 3: Design workflow and the role of business processes within numerous applications in an organization CLO 4: Analyze business processes activities through modelling, architecture and automation CLO 5: Examine best practices for modelling the business processes through case studies CLO 6: Classify business process through team work and field research in real organization and suggest ways for improvement Student Outcomes (SO) addressed by this course: SO : 3, 4, 6 7. Brief list of topics to be covered 1. Introduction to business process management CLO 1, 2 2. Drivers and triggers of BPM CLO 1, 2 3. Understanding processes and BPM lifecycle CLO 1, 2, 3 4. Process Identification: Organizational strategy and Process Architecture CLO 3, 5 5. Analysis of Process through framework of BPM lifecycle CLO 3, 5 6. Process Discovery and Analysis CLO 3, 4 7. Modelling Business Process CLO 4 8. Process Analysis CLO 4, 5 9. Process re-design CLO 4, 5 10. Project CLO 6 8. Weight of Assessments Sr # Assessment Task Week Due Date Grading % 1 Quiz I Week 5 Tuesday Feb. 13th ,2024 7% Tuesday, April 16th 15 % 2 3 4 5 Major I - On campus Week 14 12:00 – 1:00 PM Quiz II Week 15 Tuesday April 23rd ,2024 8% Attendance Ongoing Ongoing 5% Tutorials Ongoing On Moodle 10 % Final Project Week 12 Phase 1- Week 6 Phase 2- Week 11 Phase 3- week 17 15% On Edugate 40% 6 Final Submission Final Exam - On campus At the end of the semester please check the edugate for any changes on the date 7 TOTAL 100% 9. Additional Information Plagiarism and Academic Dishonesty: “Plagiarism can be defined as unintentionally or deliberately using another person’s writing or ideas as though they are one’s own. Plagiarism includes, but is not limited to, copying another individual’s work and taking credit for it, paraphrasing information from a source without proper documentation, and mixing one’s own words with those of another author without attribution. In addition, buying a paper or project, or downloading a paper from the Internet, and submitting them as your own are also plagiarism. The penalty for academic dishonesty will bring course expulsion and failure, or even suspension” (Academic Integrity and Syllabus Acknowledgement Form). Attendance Policies: The University attendance policy will be strictly followed. Students are expected to attend all class sessions and be in class on-time. Attendance is taken during the first few minutes of the class. Missing a class session is a student’s responsibility. Missed classes will not be repeated. A total of 12 absences may lead to denial grade DN. It is the student’s responsibility to periodically check course website for course content, projects assignments, updates and notifications. Exam Policies: Major exams are unified among all sections (if applicable) and their dates are announced from the onset of the semester. Arrangements with the Registration Office and the department are made before the beginning of the semester so that all sections will take the same exam and during the same time. It is not possible to reschedule any major exam. No student is allowed to take any assessment with another section unless there is a strong argument and in limited cases, to be approved by the course coordinator at least two days BEFORE the quiz date of the original student section. If any student missed an assessment, the makeup will be at the end of the semester and all the materials are included (comprehensive assessment). Makeup exam will only be approved in limited cases as stipulated in the university bylaws. Generally, the final exam includes all material covered during the semester (comprehensive). Assignment/Project Policies: Students are expected to actively participate in class discussion and activities. Students are expected to solve the assignment and submit the solution during the concerned tutorial session. Late assignments are not accepted. However, lowest score assignment is dropped. It is the student’s responsibility to check/test/verify/debug the code before submission. It is the student’s responsibility to verify that all files have been uploaded to the LMS. For each project, instructor will provide 1-2 sample test-cases to verify the execution of your program. After an assignment/project has been graded, re-submission with an intention to improve an assignments scores will not be allowed. After the assignment/project has been graded, the instructor will post testcases used for grading on the website. The Instructor has the right to share project execution reports that may have been auto-generated on the course website. 1 Is205 business process management project Prepared by: Sarah Al-Mahmoud -219410389 Salma Al-Hamed -221410638 Yara Al-Marzouki -221410078 Noor Al-Kelabi -221511298 Course Code and Name: Is205 Business Process Management Supervised by: Ms. Hanaa Al-Ahmari 2 Table of Contents Table of Contents CHAPTER 1 ................................................................................................................................................ 3 Process Identification .................................................................................................................................... 3 Introduction ........................................................................................................................................... 3 Project Objectives ..................................................................................................................................... 3 Specific Objectives .................................................................................................................................... 3 Introduction about Saudi Telecom Co (STC) ........................................................................................... 4 Briefly about BPM ..................................................................................................................................... 4 The Organization’s Vision .................................................................................................................... 4 The Organization’s Mission .................................................................................................................. 5 The Organization’s Structure ................................................................................................................ 5 The Organization’s Process Architecture ................................................................................................. 6 CHAPTER 2: LITERATURE REVIEW .................................................................................................. 7 What is BPM ............................................................................................................................................. 7 Benefits of BPM ....................................................................................................................................... 8 Organization that uses BPM ..................................................................................................................... 8 How they use BPM ................................................................................................................................... 9 How BPM helps improve the company .................................................................................................. 10 References .................................................................................................................................................. 11 3 CHAPTER 1 Process Identification Introduction The project seeks to assess the vital business process of one of the most established companies in Saudi Arabia, Saudi Telecom Co, which is equally known as (STC). STC is believed to be an integrated provider of telecommunications services. The firm is known for providing its services to consumer and corporate markets such as businesses, residential and governments, and individuals. The major objective of the process is to delve into the operations of the firm and identify some of the areas that it needs to adjust in order to meet the needs of its clients. In particular, the paper will evaluate the concept of Business Process Management (BPM). STC operates in an environment that is highly competitive. With Saudi Arabia set to go through a period of extensive restructuring, there is no doubt that STC will play a role in facilitating the transition from an oil-based economy. Subsequently, the firm should work towards making sure that it puts in place the infrastructure that is needed to meet the evolving needs of consumers. Project Objectives The major objective is to integrate the knowledge of business process management and process design to make sure that STC remains a competitive player in the market. Specific Objectives The particular aim of the project is to evaluate STC's business process management. As the firm seeks to create and bring about a more advanced dimension to the professional and 4 personal lives of individuals, there is no doubt that it encounters challenges. By understanding the risks, STC will be able to manage the situation better. Introduction about Saudi Telecom Co (STC) Saudi Telecom Co (STC) is a diverse telecommunications provider whose clients are mainly corporations, governments, residential units, and members of the public. The firm mainly offers postpaid and prepaid mobile services, international roaming as well as 3G and 4G services. Its additional services are international and interconnected calls, leased data transmission circuits, and fixed lines (STC, 2024). Currently, STC comprises of more than 13 subsidiaries across Saudi Arabia, North Africa and the Middle East as well as Europe. Briefly about BPM Kregel et al. (2022) argue that Business Process Management (BPM) is a methodical strategy that is mainly used to enhance and oversee a company’s business processes to achieve better efficiency, flexibility, and effectiveness in its operations. The aspect of analyzing, modeling, automating, monitoring, and optimizing processes are essential steps in attaining organizational goals (Kregel et al., 2022). At the same time, it should be noted that businesses can optimize operations, improve customer happiness, cut expenses, and respond to market changes more efficiently through the implementation of BPM techniques. The Organization’s Vision To develop into a digital and telco leader, enabling the society and economy to thrive, in KSA and beyond (STC, 2024). 5 The Organization’s Mission To empower the leading businesses, industries and government establishments to thrive through the provision of innovative digital services while equally shaping a sustainable future for the local communities (STC, 2024). The Organization’s Structure 6 The Organization’s Process Architecture Given the industry within which it operates, STC Company's organizational process architecture is structured to enable smooth operations and enhance efficiency throughout its several subsidiaries and departments as well as operations (STC, 2024). STC’s architecture is centered around a strong framework for business process management (BPM), which includes analyzing, modeling, automating, monitoring, and optimizing its essential processes. At the same time, it should be noted that STC’s design is known for its distinct process flows, defined roles and responsibilities, and technological solutions that are integrated to support operations (Global Data, 2024). This means that every department in STC follows defined procedures but also allows for flexibility to meet the specific needs that arise (Global Data, 2024). To ensure that it remains competitive, continuous improvement activities are integrated into the structure to regularly assess and enhance processes with the aim of meeting evolving company requirements and market trends. Over and above, STC Company aims to improve productivity, customer satisfaction, and overall organizational performance through a disciplined strategy. 7 CHAPTER 2: LITERATURE REVIEW What is BPM Kregel et al. (2022) argue that Business Process Management (BPM) is a methodical strategy focused on enhancing organizational performance through the optimization, management, and streamlining of business processes across all departments. The process encompasses a sequence of tasks, such as process analysis, modeling, automation, monitoring, and optimization, with the aim of attaining the set business goals and overcoming the challenges that often arise (Reijers, 2021). Business Process Management (BPM) a strategic tool that allows 8 firms to analyze their operations thoroughly, pinpoint inefficiencies, and apply improvements, thereby making sure that they remain competitive within the markets in which they operate (Reijers, 2021). Considering that BPM strategies seek to optimize the existing business processes, they are subject to the underlying trends in industry and technology. Benefits of BPM In their article, Kregel et al. (2022) affirm that companies that leverage on BPM gain from efficient workflow execution, effective resource utilization, and consistent achievement of targeted goals by mapping processes. The authors add that BPM aids organizations to define their staffs’ roles and responsibilities, enabling them to integrate technology solutions in their day-to-day activities. BPM fosters organizational agility and promote their swift adjustment to the evolving market conditions, customer needs, and regulatory standards (Roglinger et al., 2022). Generally, BPM functions as a practical business structure that facilitates ongoing enhancement and allows businesses to improve in terms of effectiveness, efficiency, saving expenses, and boosting customer satisfaction to stay competitive in the contemporary dynamic business environment. Organization that uses BPM According to Helbin & Van Looy (2021), many firms in diverse sectors utilize Business Process Management (BPM) to improve their operational efficiency and flexibility. For example, multinational organizations such as IBM use Business Process Management (BPM) to simplify 9 workflows that are complex, automate recurring operations, and enhance resource distribution. Furthermore, JPMorgan Chase, like other financial organizations, uses Business Process Management (BPM) to standardize loan approval procedures, decrease processing durations, and guarantee adherence to regulatory standards (Reijers, 2021). Nevertheless, firms frequently face difficulties while trying to adopt Business Process Management (BPM) efficiently, despite its advantages. Kregel et al. (2022) argue that one prevalent problem is the resistance to change exhibited by employees, who may be hesitant to embrace new processes or technologies. Moreover, the intricacy of incorporating BPM software with current systems and the substantial expenses linked to modification and upkeep can provide notable challenges (Reijers, 2021). Given the assertions above, it can be argued that aligning BPM activities with strategic company objectives requires robust leadership, communication, and stakeholder involvement. If these issues are not resolved, there is a risk of delays, exceeding of costs, which eventually prevent the full utilization of BPM in enhancing organizational performance. How they use BPM IBM employs BPM to streamline and update its operations, transform and innovate its wide-ranging products, and maximize its client’s value. Courtesy of the efficacy of the BPM in effective project planning, resource allocation, and risk management, the company successfully executes its complex projects by leveraging on its spanning technologies, consulting capabilities, and cloud services (Goni & Van Looy, 2022). Therefore, the company uses BPM to maximize its efficiency, foster collaboration, and drive sustainable growth within the industry. On the other hand, JP Morgan Chase leverages BPM to enhance its financial services, customer experiences, 10 and competitive advantage in the competitive finance market. The company uses rigorous methodologies and performance metrics to ensure effective management of risk, compliance, and operational excellence across its diverse portfolios. How BPM helps improve the company Saudi Telecom Co (STC) can utilize Business Process Management (BPM) to improve its operations and fulfill client requirements by adopting a holistic strategy to streamline its critical procedures. For starters, STC can examine its current procedures to pinpoint bottlenecks, redundancies, and opportunities for enhancement. By utilizing process modeling and automation, STC may optimize processes, minimize manual errors, and improve efficiency in providing telecom services to clients (Kregel et al., 2022). In like manner, BPM can help STC establish customer-focused procedures like quicker service provisioning and tailored assistance to address the changing requirements of its customers who come from different geographical locations and have diverse requirements that should be met for them to be satisfied. To effectively implement BPM, STC should focus on organizational change management to ensure employees and stakeholders are fully committed to overcoming problems that arise over the course of their operations, failure to which their resources will be laid out to waste. Furthermore, investing in advanced BPM software customized to meet its specific needs will assist alleviate integration challenges and lower expenses. Over and above, It is essential to cultivate a culture of ongoing development and innovation in the organization to maintain BPM efforts and achieve lasting success in meeting client requirements. 11 References Global Data. (2024). Saudi Telecom Co-Company. Accessible at: https://www.globaldata.com/company-profile/saudi-telecom-co/executives/ Goni, J. I. C., & Van Looy, A. (2022). Process innovation capability in less-structured business processes: a systematic literature review. Business Process Management Journal, 28(3), 557-584. Helbin, T., & Van Looy, A. (2021). Is business process management (BPM) ready for ambidexterity? Conceptualization, implementation guidelines and research agenda. Sustainability, 13(4), 1906. Kregel, I., Distel, B., & Coners, A. (2022). Business process management culture in public administration and its determinants. Business & Information Systems Engineering, 64(2), 201-221. Reijers, H. A. (2021). Business Process Management: The evolution of a discipline. Computers in Industry, 126, 103404. Röglinger, M., Plattfaut, R., Borghoff, V., Kerpedzhiev, G., Becker, J., Beverungen, D., ... & Trkman, P. (2022). Exogenous shocks and business process management: a scholars’ perspective on challenges and opportunities. Business & Information Systems Engineering, 64(5), 669-687. 12 STC. (2024). Our Leadership. Accessible at: https://www.stc.com/content/stcgroupwebsite/sa/en/who-we-are/board-of-directors-andexecutive-management.html STC. (2024). Who We Are. Accessible at: https://www.stc.com/content/stcgroupwebsite/sa/en/who-we-are.html? IS205 Project Prince Sultan University Collage of computer science and information system Supervised by: Dr. Nor Shahida Binti Mohd Jamail Name ID Najla AlFaleh 220410242 Nafla AlQahtani 220410487 Aldanah AlNamlah 220410132 Sarah AlSenan 219410383 1 | Page Table of content: Chapter 1 Introduction Project objectives Briefly about BPM Introduction about the organization The orgnaization’s vision The orgnaization’s mission Orgnaization’s structure Orgnaization’s process architecture Chapter2 Literature review What is BPM Orgnaization that use BPM How they use BPM How do BPM help improve the company Chapter 3 Methodology Process Identification Process Discovery Process Analysis Process Redesign Process Implementation Process Monitoring and Control Chapter 4 Report on the existing process Process to be improved As-Is Model: Chapter 5 Process redesign To-be model To-be process analysis report Conclusion References 2 | Page Chapter 1 3 | Page Process Identification I) Introduction: In this project, we will be analyzing and addressing a critical business process of one of the most well-known and innovative companies in the world, Apple Inc. As a global technology giant, Apple's success is largely attributed to its ability to streamline processes and offer seamless experiences to its customers. Apple is renowned for its exceptional quality and customer service, which makes it crucial for the company to have efficient business processes in place. Our aim is to delve into the company's operations and identify any bottlenecks or areas that require optimization. We will explore the concept of Business Process Management (BPM), which involves optimizing and automating processes to increase efficiency and reduce costs. Additionally, we will provide an overview of Apple's architecture and highlight key facts about the company's operations. As a company that operates in a highly competitive and constantly evolving industry, Apple must continuously improve its business processes to maintain its position as a leader in innovation and customer satisfaction. Our analysis and recommendations will provide valuable insights for Apple to improve its processes and ultimately enhance its customer experience. 4 | Page Project objectives: Our aim is to apply our knowledge of business process management, process design and architecture gained from the course. Specific objectives: The main aim is to scrutinize and recognize an issue in the business processes of Apple, such as a time-consuming approval procedure for a specific task. The subsequent goal is to simplify communication via BPM techniques, with the intention of discovering a resolution. What is BPM? BPM stands for Business Process Management. It is a methodology used to optimize an organization's business processes. The primary objective of BPM is to identify, design, execute, monitor, and improve workflows and procedures to enhance productivity, efficiency, and overall performance. This involves the use of process modeling, analysis, and automation tools to identify inefficiencies and bottlenecks in the workflow and to streamline and optimize the processes. Through BPM, companies can achieve maximum efficiency, reduce costs, and improve customer satisfaction. Types of BPM: There are three primary types of BPM: 5 | Page ● Vertical BPM: This type of BPM focuses on a specific industry or vertical, such as healthcare, finance, or manufacturing. The processes are optimized to meet the specific needs of the industry. ● Horizontal BPM: This type of BPM focuses on a specific business process across different industries, such as procurement or human resources. The processes are optimized to meet the needs of the specific business process, regardless of the industry. ● Full-stack BPM: This type of BPM covers all aspects of an organization's business processes. It involves end-to-end optimization of all business processes, from the initial design to the final delivery. Introduction about the organization: Apple Inc. is a multinational technology company headquartered in Cupertino, California, United States. The company was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in April 1976, and has since become one of the world's leading technology innovators. Apple designs, develops, and sells consumer electronics, computer software, and online services. The company's products include the iPhone, iPad, Mac, Apple Watch, and Apple TV. Apple is also known for its software ecosystem, including the iOS operating system, iTunes, and the App Store. The company is recognized globally for its innovative products, sleek designs, and commitment to sustainability. With a market capitalization of over $2 trillion, Apple is one of the world's most valuable companies. 6 | Page The Organization’s Vision: Apple's vision is to create innovative products that enrich people's lives and enhance their daily experiences through simplicity, user-friendliness, and aesthetic design. They aim to focus on a few key projects, maintain a high degree of quality, and collaborate to lead in every area of the business. The Organization’s Mission: Apple's mission is to design and develop high-quality products that seamlessly integrate hardware, software, and services. They strive to create a unique user experience that exceeds customer expectations and sets new standards in the industry. Apple's mission also includes a commitment to sustainability, privacy, and security in their products and operations. The Organization’s Objectives: Apple's objectives include innovation, customer satisfaction, financial performance, sustainability, employee development, and global expansion. Organization’s Structure: Apple's organizational structure is hierarchical, with several layers of management, and it is designed to ensure that the company's operations are efficient and effective. The company is led by a Board of Directors, which is responsible for setting strategic direction and overseeing management. 7 | Page Organization’s Process Architecture: Apple's process architecture is focused on optimizing the various stages involved in creating and delivering high-quality products to its customers. The company has a highly structured process architecture, with each stage of the product development process designed to meet the company's high standards. At the core of Apple's process architecture is a focus on user experience, with an emphasis on creating products that are intuitive, easy to use, and aesthetically pleasing. This emphasis on design extends to every aspect of the company's operations, from product design to the layout of its physical stores. Apple's process architecture also places a strong emphasis on quality control, with rigorous testing and review processes built into each stage of the product development cycle. The company's commitment to quality is reflected in its low defect rates and high customer satisfaction ratings. Finally, Apple's process architecture is designed to be highly efficient and streamlined, with a focus on minimizing waste and maximizing productivity. The company uses a variety of process automation tools to speed up the development and manufacturing processes, allowing it to bring new products to market quickly and efficiently. 8 | Page 9 | Page Chapter 2 10 | Page Literature Review Business process management (BPM) is a systematic approach for overseeing an organization's operational procedures in an effort to increase its effectiveness, efficiency, and adaptability. BPM entails analysis. To meet organizational goals and objectives, business processes are designed, put into action, monitored, and continually improved. Advantages of BPM: BPM has a number of advantages for businesses, including: 1. Increased effectiveness: BPM enables businesses to streamline operations, cut waste, and boost output. 2. Greater agility: Businesses can adjust to shifting market conditions, customer demands, and legal obligations more swiftly thanks to BPM. 3. Improved customer experience: BPM may raise the standard and consistency of customer interactions by streamlining corporate procedures. 4. Better decision-making: Businesses can make better choices thanks to real-time data and analytics that BPM offers. 5. Improved collaboration: Collaboration between teams and departments is encouraged by BPM, which improves communication and helps teams solve problems more efficiently. 11 | Page BPM is utilized by a large variety of companies in a wide range of sectors, including manufacturing, healthcare, finance, and government. A few businesses that utilize BPM are: 1. IBM: IBM uses BPM to enhance internal operations, automate manual labor, and boost productivity. 2. GE: GE employs BPM to raise customer satisfaction, cut expenses, and improve product quality. 3. Siemens: Siemens employs BPM to streamline operations, enhance client relations, and lower risk. 4. The City of New York: To enhance service delivery, raise transparency, and cut costs, the City of New York employs BPM. How BPM is used by organizations: Depending on their aims and objectives, organizations use BPM in various ways. Typical applications of BPM in organizations include the following: 1. Process analysis: Organizations examine their current business procedures to find inefficiencies and potential opportunities for improvement. 2. Process design: Businesses create innovative, more adaptive, efficient, and successful processes. 3. Process implementation: To automate manual operations and cut down on errors, organizations put new procedures and systems in place. 4. Process monitoring: Businesses keep an eye on their procedures to make sure they are working properly and to spot any problems. 12 | Page 5. Process Improvement: Over time, organizations continuously enhance their processes by identifying areas for improvement using data and analytics. How BPM helps an organization get better: BPM may help an organization get better in a number of ways, including: 1. Enhanced efficiency: BPM can assist firms in lowering expenses and boosting productivity by streamlining business processes. 2. Higher quality: BPM may assist businesses in reducing errors, standardizing their processes, and raising the caliber of their output. 3. Improved customer service: BPM can increase the consistency and speed of client interactions, resulting in improved levels of customer satisfaction. 4. Greater agility: BPM enables businesses to more swiftly adjust to shifting market conditions and customer demands, giving them an advantage over rivals. 5. Improved compliance: BPM can assist businesses in adhering to legal obligations and lowering the risk of non-compliance. In conclusion, BPM is an effective tool for businesses aiming to streamline their operations, increase productivity, and raise customer happiness. Employing BPM enables firms to increase flexibility, cut expenses, and boost overall performance, which will result in greater profitability and expansion. 13 | Page Chapter 3 14 | Page Methodology Introduction: In this chapter we will describe how we conducted the BPM using the framework and lifecycle. Starting from process identification, after that, process discovery, followed by process analysis; then process redesign, process implementation, and finally process control and monitoring. 15 | Page 16 | Page Process Identification: Apple process identification refers to the methods and tools used to identify the different processes and operations performed by Apple devices, such as iPhones, iPads, and Macs. This involves analyzing resource usage of the hardware components to determine what functions they are performing and how they are interacting with other components. This information is used to optimize the performance of the device, solve issues, and improve user experience. Examples of Apple process identification tools include Activity Monitor, top, and ps commands in Terminal. Process Discovery: Apple's process discovery involves identifying each step in their product development process and determining the effectiveness of each step. This includes: 1. Ideation: The process of generating new ideas for products. Apple uses brainstorming sessions and customer feedback to determine product ideas. 2. Concept Development: Once an idea is identified, Apple teams explore the feasibility and potential profitability of the idea. They create product concepts, develop prototypes and conduct market research to validate the idea. 17 | Page 3. Design: Apple's design process is focused on creating products that are both visually appealing and functional. Teams collaborate to create product designs based on customer wants and feedback. 4. Development: This step puts the product into production. The engineering team uses software tools to develop the product, and they test, refine and optimize it. 5. Testing: The product goes through testing to ensure it meets Apple's high standards for quality and usability. Apple uses internal testing, as well as product testing with real customers, to ensure that the product will be successful in the market. 6. Launch: The product is released to the market through Apple stores, third-party retailers, and online sales channels. Apple uses a sophisticated marketing strategy to drive awareness and demand for the product. 7. Maintenance: After the product is launched, Apple's teams continue to monitor customer feedback and use data analytics to determine areas for improvement. Updates and revisions are made to the product, and new features are added to keep the product relevant. Process Analysis: Apple devices employ a unique combination of hardware and software to efficiently process user input and perform tasks. The following is a brief overview of how Apple devices process information: 18 | Page 1. Chipset: Apple devices use custom-designed processors, including the A-series and M-series chips. These chips are designed to work optimally with the iOS and macOS operating systems and provide high levels of performance and efficiency. 2. Memory: Apple devices come with varying degrees of memory or RAM, which is used to store data temporarily while apps are running. The more memory a device has, the faster it can switch between apps and perform tasks. 3. Input: Apple devices use touchscreens, keyboards, and other input methods to receive user input. The touchscreens are designed to be highly responsive and support multi-touch gestures, such as pinch-to-zoom and swiping. 4. Display: Apple devices feature high-resolution displays that are optimized for color accuracy and brightness. This allows users to view images and videos in stunning detail. 5. Operating System: Apple devices run on the iOS or macOS operating systems, which are designed to work seamlessly with Apple's custom processors. These operating systems provide an easy-to-use interface and 19 | Page include features such as Siri, an intelligent personal assistant. 6. Apps: Apple devices run a wide range of apps, including both built-in and third-party apps. These apps are optimized for Apple's hardware and software, ensuring smooth performance and high levels of user satisfaction. 7. Cloud Services: Apple devices are integrated with iCloud, Apple's cloud-based service, which allows users to store and sync data across multiple devices. This helps users to access their data from anywhere and ensures that their data is always backed up. Overall, Apple devices employ a combination of optimized hardware, software, and cloud services to provide users with a high-quality user experience and efficient processing capabilities. Process Redesign: Apple has undergone numerous process redesigns over the years in order to improve its operational efficiency and stay ahead of its competitors. Some of the notable process redesigns implemented by Apple are: 20 | Page 1. Just-In-Time (JIT) manufacturing: Apple has been using JIT manufacturing since the 1990s, which involves producing goods only as they are needed, reducing inventory, and lowering costs. 2. Lean manufacturing: Lean manufacturing is a production process that focuses on reducing waste and increasing efficiency. Apple has implemented lean manufacturing to streamline its operations, reduce costs, and increase the speed of production. 3. Supplier relationship management: Apple has a close relationship with its suppliers and works closely with them to improve quality, reduce costs, and optimize their supply chain. This has led to a more efficient supply chain, which significantly reduces time to market. 4. Continuous improvement: Apple has implemented a continuous improvement process that involves constantly reviewing and analyzing its processes and making changes to optimize them. This has led to increased efficiency and effectiveness of its operations. Process Implementation: Apple's approach to process implementation involves several key steps: 21 | Page 1. Defining the process: Apple starts by defining the process and the outcomes it is intended to achieve. This involves identifying the inputs, the steps involved, and the desired outcomes. 2. Mapping the process: Apple uses process mapping tools to visually represent the process, including the flow of inputs, steps involved, and outputs. 3. Assigning roles and responsibilities: Apple assigns clear roles and responsibilities for each step in the process to ensure accountability and alignment. 4. Identifying metrics and performance targets: Apple sets metrics and performance targets to measure the effectiveness and efficiency of the process. 5. Implementing the process: Apple puts the process into action and monitors progress against the metrics and targets. 6. Continuous improvement: Apple continuously reviews and improves the process to ensure it stays relevant and effective. This involves feedback from stakeholders, data analysis, and identifying areas for improvement. Overall, Apple's process implementation approach is focused on clarity, accountability, and continuous improvement to drive better outcomes. Process Control and Monitoring: 22 | Page Process control and monitoring on an Apple devise refers to the ability to manage and monitor the various processes and tasks that are running on the device. Some of the ways in which this can be achieved on Apple devices include: ● Using the built-in task manager: The iPhone or any apple device has a built-in task manager that allows you to see the apps running in the background and close them if necessary. To access the task manager, double-click on the home button. ● Using third-party apps: There are several third-party apps available on the App Store that offer more advanced process control and monitoring capabilities. Some of the popular options include System Activity Monitor, Battery Life, and iStat. ● Limited background activity: Since iOS 13, iPhones have also introduced limited background activity to ensure better battery life and overall performance. This means that apps running in the background are subject to certain limitations to prevent them from draining battery life unnecessarily. Overall, process control and monitoring on an iPhone can help improve the overall performance of the device and increase battery life. It's important to regularly check for apps running in the background and close them if necessary to ensure optimal performance 23 | Page Chapter 4 24 | Page Process discovery and Analysis Report on the existing process Actors: ● Apple's Product Development Team ● Apple's Quality Assurance Team ● Apple's Marketing Team ● Apple's Supply Chain Management Team ● Apple's Sales Team The Process: Apple's process for developing iPhone devices involves collaboration between several teams. The product development team designs and creates the iPhone, ensuring that it meets Apple's standards for innovation, design, and performance. The quality assurance team then tests the iPhone to ensure it meets Apple's rigorous quality standards. The marketing team then creates campaigns to promote the iPhone and increase its demand in the market. The supply chain management team ensures that the iPhone is manufactured efficiently and that components are sourced sustainably. Finally, the sales team works to distribute the iPhone to consumers and businesses around the world. Event: Apple's iPhone Development Process 25 | Page Tasks: ● Design and create iPhone devices that meet Apple's standards ● Test iPhones to ensure they meet quality standards ● Develop marketing campaigns to promote iPhone devices ● Ensure efficient and sustainable manufacturing of iPhones ● Distribute iPhones to consumers and businesses Process to be improved: Although Apple's process for developing iPhone devices is efficient, there is always room for improvement. One area where Apple could improve is in the supply chain management process. Currently, Apple relies on several suppliers to manufacture iPhone components. By consolidating its suppliers, Apple could streamline the manufacturing process, reduce costs, and improve sustainability. Additionally, Apple could use artificial intelligence and machine learning to optimize its supply chain, improving forecasting accuracy and reducing waste. By making these improvements, Apple could enhance the efficiency of its iPhone development process, reduce costs, and increase sustainability. 26 | Page AS-IS Model: 27 | Page Chapter 5 28 | Page Process Redesign Problem: The process problem identified in the iPhone manufacturing process is the high rate of defects in the production line, leading to a decrease in product quality and customer satisfaction. The defects can range from minor cosmetic imperfections to more severe issues that affect the device's functionality. Proposed Solution: The proposed solution to the iPhone manufacturing process's high defect rate is the implementation of an automated quality control system. The automated quality control system would use machine learning algorithms to identify defects in the production line, including cosmetic and functional issues. The system would be capable of detecting defects at every stage of the manufacturing process, from the initial assembly to the final testing and packaging. The proposed automated quality control system would offer several benefits to the iPhone manufacturing process. Firstly, it would reduce the number of defects in the production line, leading to an increase in product quality and customer satisfaction. Secondly, it would streamline the manufacturing process by identifying defects earlier in the process, reducing the need for rework and saving time and resources. Finally, the system would provide valuable data insights into the manufacturing process, allowing for continuous improvement and optimization. 29 | Page TO-BE Model: 30 | Page To-be process analysis report In the to be model, we have ensured that the device would have a full quality control throughout the whole process of building an iPhone. The process would begin by supply chain and that would be getting raw materials specifically for Apple. And also added machines that would make the process easier, and machines that are generated to be used specifically for Apple and iPhone, therefore the machine would simply detect any glitch or defects from developing to the final stages of distributing to consumers. Therefore, less number of flaws would be in the production process, help us detect any minor mistakes from the beginning of the process, as well as aim for future improvements. 31 | Page Conclusion Ultimately, the project effectively applied the Business Process Management (BPM) knowledge to analyze and optimize a critical business process at Apple Inc. By utilizing the BPM framework and lifecycle, the project gained a comprehensive understanding of the organization's corporate environment and identified areas of concern. The as-is model was used in process discovery to analyze the most problematic process and generate solutions. Process analysis further enhanced the understanding of specific tasks and identified crucial actors and activities. After analyzing the process, the decision was made to adopt automation during the process redesign, which greatly improved the process's efficiency as evidenced by the to-be model. The project recommends a gradual implementation approach to avoid major hitches due to the significant change. Furthermore, process monitoring and control are crucial in maintaining a smooth-running process by continually updating and amending it to align with changing technologies and emerging problems. Through the project's successful application of the BPM framework and lifecycle, it identified Apple's business process and process architecture, analyzed the identified process, redesigned and optimized the process, and focused on process control and monitoring to ensure continuous improvement. 32 | Page References 33 | Page Refrences 1. Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. Harvard Business Press. 2. Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on Business Process Management 1 (pp. 105-122). Springer. 3. Harmon, P. (2015). The scope and evolution of business process management. In Handbook on Business Process Management 1 (pp. 37-52). Springer. 4. van der Aalst, W. M. (2013). Business process management: a personal view. Business process management journal, 19(2), 291-314. 5. Kettinger, W. J., & Grover, V. (1995). Process-centered information systems. Communications of the ACM, 38(7), 33-44. 6. Al-Mudimigh, A. S., Zairi, M., & Al-Mashari, M. (2001). Business process re-engineering: a survey of international experience. Business process management journal, 7(5), 437-455. 34 | Page 7. Davenport, T. H., & Short, J. E. (1990). The new industrial engineering: Information technology and business process redesign. Sloan management review, 31(4), 11-27. 8. Huang, J., Li, L., Li, Y., & Duan, Y. (2018). Business process management: a survey. Journal of Industrial Engineering and Management, 11(2), 275-295. 9. Marlon Dumas, Marcello La Rosa, Jan Mendling, Hajo Reijers. (2013). Fundamental of Business Process Management. Springer. 10. Burlton, RT 2001, ‘Business process management: Profiting from process, Pearson Education, New York. 11. Francis, S 2009, Apple and business process management. Available from: < http://www.bp-3.com/blogs/author/sfrancis/ >. [11 March 2014] 12. Heilser, Y 2013, Apple hires top designer from Nike. Available from: < http://www.tuaw.com/2013/09/29/apple-hires-top-designer-from-nike/>. [11 March 2014]. 13. Long, KA 2012, ‘What is an IGOE?,’ Business Rules Journal, vol. 13, no. 1, pp. 10-22. 14. Slack, N, Chambers, S, Johnston, R & Betts, A 2006, Operations and Process Management, FT Prentice Hall, London. 35 | Page IS 205 – Business Process Management Semester 232 Project Description Description of the project 1. Select a company or any organization to conduct your research on business process management. You ask your parent, your uncle, aunt, or just anyone who can assist you or allow you to conduct the study. 2. Once you are able to select an organization and the people who can assist you, create a process architecture for the organization that you identified. Then explain about the process architecture. 3. Identify the department that you are going to work with. For example, finance, human resource, IT service, Sales, Marketing, Warehouse, etc. 4. Identify some of the processed that is quite simple but probably need to be improved 5. Select one process from these and perform BPM by following the cycle. Here we will start with process analysis. 6. Start the analysis on the process by performing the following: a. Identify the original problem of the process – too slow, people are not happy, too many negative outcomes, etc. b. Tell about the process in written text and identify what the process is all about in terms of the steps involve, the actors of the process, the artefacts (data or information documents used), and the relationship with other departments, if any. c. Draw a “to-be” process model from b above – 1) Simple with no pools and lanes; 2) Process model with pools and lanes and artefacts. d. Analyze the issues and problems that you can see from the existing process in terms of the cost, time (efficiency), quality (errors, customer satisfaction), and how to increase positive outcomes and avoid negative outcomes. 7. Re-design the process by doing the following: a. Suggest how you are going to improve the process that you analyzed earlier. b. Use the knowledge in the lecture about how to re-design a process. c. Re-draw the new “to-be” model based on the revised model. 8. Conclude and suggest what needs to be done afterword in order to complete your BPM project 9. Complete your project and provide project progress report. 10. Presentation date: 7 May 2024 11. Final report date: 6 May 2024 12. Project report template: will be provided 13. Rubric: will be provided 14. Note: Marks will be strictly made based on rubric Phase Project Phases Project Section (Process Identification) • • • • References and Methodolgoy Deliverables Documents to be submitted Website Identify key persons and interview them Field visit Phone interview Chapter 1 – Process Identification a) Introduction b) Your project objectives c) Briefly about BPM d) Introduction about the organization I. Mission statement II. Objective statement III. Organization structure e) Organization process architecture Sample business case for BPM: http://www.oracle. com/us/corporate/i nsight/businesscase-bpm-wp171710.pdf Literature – from articles, book, website Chapter 2 – Literature Review a) What is BPM – working definitions b) Benefits of BPM c) Organizations that use BPM d) How they use BPM e) How do BPM help improve the company Use information in textbook Chapter 3 – Methodology Describe how you conduct BPM using the BPM framework and lifecycle • Process identification • Process discovery • Process analysis • Process re-design • Process implementation • Process control and monitoring 5 16 April • 5 16 April 1 2 Literature review – A study report of other case studies and possible solutions to BPM • Methodology • Process discovery and Analysis Conceptual diagram to illustrate the current step by step process • 3 4 Use of UML or BPMN 2.0 to produced a revised model and suggest BPM technology solution for the purpose Model existing process using BPMN 2.0 Identify performance indicators and process outcome – positive or negative value • • • A report on existing process and workflow with issues and problems. Simulate the problems and needs for improvement using process mapping tools or simulation Identify the process to be improved by your team and discuss why Provide the feasibility of choosing to improve the process Literature Review Grading 5 5 Due date 27 Feb. 27 Feb. Design prototype • of • • 5 Process reDesign • Analysis and Proposed BPM model and technology Reports and Presentation 6 Conceptual diagram or illustration – based on own creativity A report with analysis of ‘as is’ position in business process, and “as is” model using sequence and BPMN 2.0 diagram Conceptual diagram to illustrate the propose step by step process Model existing process using BPMN 2.0 Identify performance indicators and process outcome – positive or negative value Report guideline and sample 5 6 May 5 6 May Analysis report of proposed solution to the process problem “to-be” process model using Sequence diagram and BPMN 2.0 diagram Design Conclusion Poster Slides Final report and presentation
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Attached.

Project Title: Redesigning Documentation Submission Process at Saudi Telecom Co (STC)
1. Introduction
Background of STC and its current challenges
Importance of improving the Documentation Submission process
Objectives of the project
2. Literature Review
Overview of Business Process Management (BPM)
Benefits of BPM in improving operational efficiency
Examples of BPM implementation in other organizations
3. Process Identification
Define the scope of the Documentation Submission process
Clarify project objectives and alignment with STC's goals
Discuss the importance of identifying key processes for improvement
4. Existing Process Analysis
Detailed analysis of the current Documentation Submission process
Identification of inefficiencies, bottlenecks, and areas for improvement
Actors involved and their roles in the existing process
5. Proposed Solution
Redesign strategy for streamlining the Documentation Submission process
Introduction of automated document verification systems
Implementation of self-service options for customers
Optimization of workflow management
Integration of enhanced communication channels
6. To-Be Process Analysis
Detailed assessment of the redesigned Documentation Submission process
Analysis of revised steps, activities, inputs, outputs, and decision points
Evaluation of anticipated impact on operational performance metrics
7. As-Is Model
Development of As-Is model to visually represent the current state of the process

Process mapping techniques to illustrate flow of activities, roles, and interactions
Annotations highlighting inefficiencies and opportunities for improvement
8. To-Be Model
Design of To-Be model for the redesigned Documentation Submission process
Incorporation of key features such as automation, self-service, and enhanced communication
Visualization of improved process flow and interactions
9. Process Redesign
Implementation plan for transitioning from current state to redesigned process
Considerations for resource allocation, training, and change management
Role of stakeholders and strategies for garnering their support
10. Process Implementation
Execution of the redesigned Documentation Submission process
Monitoring of performance metrics and outcomes
Identification of challenges and opportunities for further improvement
11. Process Monitoring and Control
Establishment of process monitoring framework
Definition of key performance indicators (KPIs) and measurement tools
Emphasis on continuous improvement and sustaining effectiveness
12. Conclusion
Summary of project outcomes and achievements
Implications for STC's operational efficiency and customer satisfaction
Recommendations for future enhancements and ongoing maintenance of the redesigned process
13. Reference


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Is205 business process management project

Prepared by:
Sarah Al-Mahmoud -219410389
Salma Al-Hamed -221410638
Yara Al-Marzouki -221410078
Noor Al-Kelabi -221511298
Course Code and Name:
Is205 Business Process Management
Supervised by:
Ms. Hanaa Al-Ahmari

2

Table of Contents
Table of Contents
List of figures .................................................................................................................................. 5
CHAPTER 1 ................................................................................................................................... 6
Process Identification ...................................................................................................................... 6
Introduction ............................................................................................................................. 6
Project Objectives ....................................................................................................................... 6
Specific Objectives ...................................................................................................................... 7
Introduction about Saudi Telecom Co (STC) ............................................................................. 7
Briefly about BPM ...................................................................................................................... 7
The Organization’s Vision....................................................................................................... 8
The Organization’s Mission .................................................................................................... 8
The Organization’s Structure................................................................................................... 9
The Organization’s Process Architecture .................................................................................... 9
CHAPTER 2: LITERATURE REVIEW ...................................................................................... 11
What is BPM ............................................................................................................................. 11
Benefits of BPM ........................................................................................................................ 12

3

An organization that uses BPM................................................................................................. 12
How they use BPM ................................................................................................................... 13
How BPM helps improve the company .................................................................................... 14
CHAPTER 3: METHODOLOGY ................................................................................................ 15
Introduction ............................................................................................................................... 15
Process Identification ................................................................................................................ 16
Process Discovery ..................................................................................................................... 17
Process Analysis ........................................................................................................................ 18
CHAPTER 4: Existing Process Analysis ...................................................................................... 26
Actors: ....................................................................................................................................... 26
Process Description: .................................................................................................................. 27
The process to be Improved ...................................................................................................... 27
AS-IS Model: ............................................................................................................................ 28
CHAPTER 5: PROCESS REDESIGN ......................................................................................... 30
Problem ..................................................................................................................................... 30
Proposed Solution ..................................................................................................................... 30
TO-BE Model:........................................................................................................................... 31

4

To-be process analysis report .................................................................................................... 32
Conclusion .................................................................................................................................... 33
References ..................................................................................................................................... 35

5

List of figures
Figure 1: Organizational Structure.................................................................................................. 9
Figure 2: Organization’s Process Architecture ............................................................................. 11
Figure 3: Process Identification .................................................................................................... 16
Figure 4: AS-Is Model .................................................................................................................. 29
Figure 5: TO-BE Model ................................................................................................................ 32

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CHAPTER 1
Process Identification
Introduction
The project seeks to assess the vital business process of one of the mo...


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