As we continue the discussion on the business process management perspective, let us take a look at the frameworks, methodologies and techniques used in this perspective.
Frameworks: Here are the frameworks that are commonly used in the business process management perspective.
- ACCORD : this framework is used to link the current state models to conceptual models.
- Enhanced Telecommunications Operations Map (eTOM) : this framework was originally created for the telecommunications industry but it is also being used in other service-oriented industries.
- Governments Strategic Reference Model (GSRM) : this framework is commonly used in governments and it has standardized government processes.
- Model based and Integrated Process Improvement (MIPI) : this is a recurring framework whose steps include assess readiness, outline process under review, detail data collection, form model of current process, assess and redesign process, implement improved process, and review process.
- Process Classification Framework(PCF) : this framework is used for benchmarking and performance measurement.
Methodologies: These are some of the methodologies that are commonly used in the business process management perspective.
- Adaptive Case Management (ACM) : this method is commonly used for evolving processes that have a lot of human interactions.
- Business Process Reengineering (BPR) : This methodology is used for the redesign of business processes to produce process improvements in cost, quality, service, and speed.
- Continuous Improvement (CI): This methodology needs continuous adjustment of existing processes to bring them closer to the
performance targets. - Lean : this is a continuous improvement methodology that is focused on the elimination of non-value adding work in a process. No- value adding work is defined as work which the customer of the process will not pay for.
- Six Sigma : this continuous improvement methodology is focused on the elimination of differences in the outcome of a process.
- Theory Of Constraints (TOC) : this methodology is used to optimize the performance of an organization by managing the throughput of a process, the operational expense to produce that throughput, and the inventory of products.
- Total Quality Management (TQM): this methodology is based on the idea that the processes of the organization should provide the customer and stakeholders, with the best quality products and services that exceed their expectations.
Techniques : These are some of the techniques that are commonly used in the business process management perspective.
- Cost Analysis : this technique is commonly used by businesses
to understand the cost associated with a product or service. - Critical to Quality (CTQ) : this technique uses tree diagrams to help align process improvement efforts to customer requirements.
- Cycle-time Analysis : this technique uses an analysis of the time each activity takes within the process. This technique is also known as a duration analysis.
- Define Measure Analyze Design Verify (DMADV) : this technique uses a roadmap to create new or improved existing processes.
- Define Measure Analyze Improve Control (DMAIC) : this technique like the DMADV technique also uses a roadmap to improve processes.
- Drum-Buffer-Rope (DBR) : this technique is used to ensure that the system functions at its maximum by using enough materials to keep the system at its optimal production level.
- Failure Mode and Effect Analysis (FMEA) : this method uses a methodological process to identify failures, defects, and potential causes.
- Voice of Customer : this technique uses a method to link the customer’s desires and product characteristics to the capabilities of an organization. It is commonly used in creating the to-be processes.
- Inputs, Guide, Outputs, Enablers (IGOE) : this technique uses a drawing to describe the circumstances of a process, by listing the inputs, outputs, process guidelines, and the supporting information required for the process.
- Kaizen Event : this techniques uses a direct, rapid effort to improve value delivery in a sub-process.
- Process Simulation : this technique uses a process model and a set of variables to get different results for the process which is being analyzed. This results would be used to create an estimate of the process performance.
- Suppliers Inputs Process Outputs Customers (SIPOC) : this technique uses a table to summarize the inputs and outputs from numerous processes.
- Theory of Constraints (TOC) Thinking Processes : this technique uses a set of cause-and-effect models to identify conflicts, root causes of problems, and describe future states of a system.
- Value Added Analysis : this technique analyzes the benefit to the customer of each step of a process to identify opportunities for improvement.
- Value Stream Analysis : this technique reviews an end to end process to analyze the value added by each functional area of a business .
- Who What When Where Why (5Ws) : this technique uses a set of questions to shape the foundation for basic information gathering. The 5Ws could also include How added to become the 5Ws and a H.