Glossary Action Plans Activity Alignment Artifact As-Is As-Is Model Baseline Business process Management Business Process Modeling

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1 Glossary Action Plans The term refers to speci fi c activities or tasks that a company performs keeping in mind the short term and long term objectives. Activity The steps involved in a process that produce and consume artifacts that are owned by stakeholders. Alignment Alignment refers to the basic consistency among various objectives and processes which support those. Effective alignment requires a common understanding of purposes and goals and use of complementary measures. Artifact Anything that is consumed or produced by a process or activity. As-Is It is the condition or method in which the existing processes are working in an organization. As-Is Model A model that represents the current stage of the organization without any speci fi c improvements included. Baseline It is a line that serves as a basis for calculation or measurement or standard for processes. Business process Management The co-ordination and management of a business process which will invariably involve some business process modeling. Business Process Modeling Any process modeling exercise that is performed in order to enhance overall operations of a business. Business Process Reengineering (BPR) A fundamental reconsideration and radical redesign of the organizational process in order to achieve drastic improvement of current performance in cost, service, and speed Business process Re-engineering It is used speci fi cally when business process modeling is applied to existing processes as a part of process improvement exercise. Continuous Process Improvement A policy which encourages employees to fi nd ways to improve process and product performance based on the metrics speci fi ed, on an ongoing basis. Data Repository A specialized database containing information and also metadata (data about data) and relationships between them. It is used to provide a common resource for standard data elements and models. S. Mohapatra, Business Process Reengineering, Management for Professionals, DOI / , Springer Science+Business Media New York

2 250 Glossary DMAIC De fi ne, measure, analyze, improve, control (A Six Sigma Framework) Indicators It is refers to a numerical value that quanti fi es the input output of a process or service. Innovation Innovation involves the adoption of an idea, process, technology, or product that is either new or new to its proposed application. Iteration A self contained set of process executions within a process. Knowledge Management The use of inferences drawn from the knowledge repositories which helps in increasing responsiveness and innovation. Metrics The quanti fi able portion of a company s performance is gauged using these set of measurements. Optimization It is the process of making something as ef fi cient or as perfect as possible. PDCA Plan Do Check Act (A TQM Framework) PDCA Plan Do Check Act. Performance Measure An indicator that can be used to measure quality, cost, or cycle time characteristics of an activity or process usually against a benchmarked value. Performance Performance refers to output results obtained from processes, products, and services that permit evaluation and comparison relative to goals, standards, past results, and other organizations. Pitfall It is a hidden danger or a source of some trouble. Process An approach to doing something that consists of a number of activities. Process Improvement Process (PIP) A method to introduce process changes to improve quality, reduce costs, or accelerate schedules. Process mapping Refers to relating different processes to one and another to form an integrated view of the business function. Process Process is a series of activities that takes an input and provides an output which can be used with a business bent of mind. Productivity It basically refers to the ef fi ciency of the resource under consideration. Quality Function Deployment (QFD) It focuses on quality and communication to transform customer needs into product-and-process-design speci fi cs. Also known as the house of quality. Repository It is a place or storage where things like data can be deposited for safekeeping. ROI Return on investment. It is a measure of the pro fi tability of a project or even can be that of a company. Role Part played by a person, place or thing that has an interest in the system or project. Simulation It is a process or act of imitation of the functioning of some system or a real life condition. Six Sigma Six Sigma a business management strategy developed by Motorola for achieving 3.4 defects per million parts produced. Six Sigma Quality A process is said to have achieved Six Sigma Quality when it produces no more than 3.4 defects per a million opportunities

3 Glossary 251 Stakeholders The term stakeholders refers to all groups that are or might be affected by an organization s actions and success. Standardization The process of setting of a technical standard which acts as a guideline. Swim Lane An area on an activity with de fi ned border, the content of which are associated with a stakeholder. System It is an entity or collection of entities that collaborate in some way to meet a set of requirements. Total Quality Management (TQM) A comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing re fi nements in response to continuous feedback To-Be It is the state which the company aims to reach after implementing a certain plan. To-Be Model Models that are the result of applying improvement opportunities to the current (As-Is) business environment. Transaction It is the act of transferring or exchanging of goods, services etc. Validation Refers to something which meets its original requirements. Verification Refers to something that works correctly and without errors. Workflow Management System Integrated software tools for supporting the modeling, analysis, and implementation of business processes. Workflow A system whose elements are activities related to each other by a trigger relation and triggered by external events that represent a business process starting with a commitment and ending with the termination of the same.

4 Index A Adizes model, 98, 114 Assessment of BPM, 126 B Balance scorecard, 103, Baldrige National Quality Plan, BPM. See Business process management (BPM); Business process modelling (BPM) BPR and automation, 17, 39, 49, BPR framework, 35, BPR implementation, 15, 60 65, 152, 156, BPR methodology, Business objective, 53, 129, 172 Business process management (BPM), 40, 69 94, 213, 239, 242 Business process modelling (BPM), Business process modelling notation (BPMN), 123 Business process modelling requirements, 117, Business vision, 53 C Carr and Johansson, and Krieter methodology, 13 16, 36 Case study, 69, 91 93, 95, , 117, , 149, , 163, , , Change management, 2 4, 13, 17 26, 28, 51, 81 82, 85, 86, 110, 112, 118, , 144, 145, , , 221, , 246 Change management and BPR, , Choosing software, 215 Choosing the process to be redesigned, Consideration for automation, 217 Continuous improvement, 6, 10, 16, 17, 26, 45, 52, 60, 63, 70, 71, 85, 108, 147, 175, 192, 193, 223, 230, 232, 233 Critical success factors (CSFs), 27, 53, 76, 130, 166, , 189, Current process diagnosis, 166, 189 D Davenport methodology, 11 12, 33 Demings approach, Development of business process re-engineering, 4 5 Downs model, 96 G Greiner model, 97, 114 H History of business process re-engineering, 4 5, 39 49, 70 I Implementing TQM, , 238 K Katz and Kahn, 98, 114 Kimberly s model, 98 99, 114 S. Mohapatra, Business Process Reengineering, Management for Professionals, DOI / , Springer Science+Business Media New York

5 254 Index Klein methodology, 13 14, 35 Kodak methodology, 12, 35 Process re-engineering methodologies, Prototyping, 16, 59 L Lippitt and Schmidt model, 96 Lyden model, 97 98, 114 M Malcolm Baldrige, Malcolm Baldrige National Quality Award (MBNQA), , 197, 209, 210 Measuring existing process, 39, Monitor process, 170, 189, 225 O Organization life cycle (OLC), 69, , 118 Origins of TQM, P Pilot test, PIP. See Process improvement process (PIP) PLC. See Process life cycle (PLC) Principles of re-engineering, 10 25, 31 Prioritization for automation, Process improvement process (PIP), 39 43, 48, 70, 76, 84, 85, 108, 131, 164 Process life cycle (PLC), 69 94, 95, , 114, 115, 120 Process management process, Process maturity, Process modelling standards, 117, Process redesign, 12, 14 16, 28, 39, 57, 58, 65, 66, 167, 189, 213, Q Quality function deployment (QFD), R Redesigning process, 57, 58, 65 Re-engineering methodologies, Re-engineering vision, 9 S Scott model, 96 97, 114 Six sigma, 17, 39 43, 71, 85, 117, 195, 211, 212, 223 Step by step process for BPM, 117, 120 T Technology enabler, Torbert model, 97, 114 Total quality management (TQM), 10, 12, 31, 39 43, 55, 56, 191, , TQM and BPR, TQM principles, 228 Traditional business, 2 4 Triggers for process management, U Understanding existing process, 39, W Workflow management, 133, Workflow modelling,