EA final exam
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EA final exam - Leaderboard
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72 questions
| 🇬🇧 | 🇬🇧 |
| What is a business model? | Business Model refers to the logic of the firm, the way it operates and how it creates value for its stakeholders in a competitive market place |
| A good business model as the one that provides answers to the following questions ? | •Who is the customer and what does the customer value? • What is the underlying economic logic that explains how we can deliver value to customers at an appropriate cost? • How it identifies and creates value for customers? • How it captures some of this value as its profit in the process? |
| Business Model fulfills the following functions? | - Articulates the value proposition - identifies a market segment and specify the revenue generation mechanism -Defines the structure of the value chain required to create and distribute the offering and complementary assets needed to support position in the chain; -Details the revenue mechanism(s) by which the firm will be paid for the offering; • Estimates the cost structure and profit potential -describes position in firm with value network linking supplier and customer, -formulate competitive strategy to have advantage over rivals |
| What are some Business Model Components | • Business models are made of concrete choices and the consequences of these choices . |
| What are choices? | Choices include (but are not limited to) compensation practices, procurement contracts, location of facilities, assets employed, extent of vertical integration, and sales and marketing initiatives |
| Type of choices | Policy choices refer to courses of action that the firm adopts for all aspects of its operation. Asset choices refer to decisions about tangible resources. Governance choices refer to the structure of contractual arrangements that confer decision rights over policies or assets |
| What are Consequences ? | Every choice has some consequences: for example, offering high- level incentives (a choice) has implications regarding the willingness of employees to exert effort or to cooperate with co-workers (consequences). |
| What is a strategy and tactic | •Strategy is often defined as a contingent plan of action designed to achieve a particular goal. Strategy is the plan to create a unique and valuable position involving a distinctive set of activities. • Tactics are the residual choices open to a firm by virtue of the business model that it employ |
| Relationship between Business model, strategy and tactic | •Business model is a reflection of its realized strategy. • Strategy refers to the contingent plan about which business model to use. • Business models determine the tactics available to compete in the marketplace. • For instance, Metro, the world’s largest newspaper, has created an ad-sponsored business model that dictates that the product must be free. |
| Contingencies of a business model | •A strategy is much more than the mere selection of a business model; it is a contingent plan as to how the business model should be configured, depending on contingencies that might occur. Example of Competition Entry: • If the potential entrant stays out, then I should stick with business model A - but if the competitor enters, I should reconfigure my business model to B. 21 |
| Effective business model | Is it aligned with company goals? • The choices made while designing a business model should deliver consequences that enable an organization to achieve its goals. Is it self-reinforcing ? • The choices that executives make while creating a business model should complement one another; there must be internal consistency. Is it robust? • A good business model should be able to sustain its effectiveness over time by fending off four threats: •imitation •holdups •slack •substitution |
| Customer Profile Map ( what it looks like) | This is what it looks like |
| What is Customer Profile Map - Customer Job(s) | - Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. • What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, ...) • What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, ...) • What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, ...) • What basic needs are you helping your customer satisfy? (e.g. communication, hunger, ...) |
| What is Customer Profile Map - Customer Job(s) part 2 | Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as: • Buyer (e.g. trying to look good, gain power or status, ...) Co-creator (e.g. esthetics, feel good, security, ...) • Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, ...) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job • Indicate how often it occurs. • Outline in which specific context a job is done, because that may impose Constraints or limitations. (e.g. while driving, outside, ...) |
| What is Customer Profile Map- Gain? | • What would make your customer’s job or life easier? (e.g. smaller learning curve, more services, lower cost of ownership, ...) • What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, ...) • What are customers looking for? (e.g. good design, guarantees, specific or more features, ...) • What do customers dream about? (e.g. big achievements, big reliefs ) • How does your customer measure success and failure? (performance, cost, ...) • What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, ...) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. |
| What is Customer Profile Map- Pain? | Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. • What does your customer and too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, ...) • What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, ...) • How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, ...) • What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, ...) |
| What is Customer Profile Map- Pain? pt2 | • What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, ...) • What risks does your customer fear? (e.g. social, technical risks, or what could go awfully wrong, ...) • What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, ...) • What common mistakes does your customer make? (e.g. usage mistakes, ...) • What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, ...) Rank each pain according to the intensity it represents for your customer. • Is it very intense or is it very light.? • For each pain indicate how often it occurs. |
| Value Proposition Definition | Value Proposition is the combination of products and services that create value for a particular customer segment |
| Value Map- Gain Creator | Do something customers are looking for? (e.g. good design, guarantees, specific or more features, ...) • Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, ...) • Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, ...) • Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, ...) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. |
| Value Map- Pain Reliever | Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? • Do they... Produce savings? (e.g. in terms of time, money, or e orts, ...) • Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, ...) • Fix underperforming solutions? (e.g. new features, better performance, better quality, ...) • Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, ...) • Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, ...) |
| Value Map- Pain Reliever pt2 | • Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, ...) • Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, ...) • Limit or eradicate common mistakes customers make? (e.g. usage mistakes, ...) • Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, ...) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? • For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? |
| Value Map- Products & Services | List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: • Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, ...) • Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, ...) • Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, ...) Products and services may either by tangible (e.g. manufactured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). |
| Business Model Canvas | Consist of 9 building blocks to represent the business model Customer Centric: • Customer Segment • Value Proposition • Customer Relationship • Channels Organization Centric: • Key Partners • Key Activities • Key Resources • Revenue Stream • Cost Structure |
| Customer Segment | • Definition: The segment(s) of clients that are addressed by the value proposition; • Mass Market: There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. Car • Niche Market: Customer segmentation based on specialized needs and characteristics of its clients. e.g. Rolex • Segmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income. • Diversify: A business serves multiple customer segments with different needs and characteristics. • Multi-Sided Platform / Market: For a smooth day-to-day business operation, some companies will serve mutually dependent customer segment. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards. |
| Value Proposition | •definition: The collection of products and services a business offers to meet the needs of its customers. A company's value proposition is what distinguishes itself from its competitors •the value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. The value propositions may be: • Quantitative- price and efficiency • Qualitative- overall customer experience and outcome |
| Customer Relationship | • To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. • What type of relationship does each of our Customer Segments expect us to establish and maintain with them?• Which ones have we established?• How are they integrated with the rest of our business model? • Personal Assistance : assist during, after or both sales Dedicated Personal Assistance: eg. sales rep Self Service: org prov tools needed for customer to serve themselves Automated Services: A system similar to self-service Communities: Creating a community allows for a direct interaction Co-creation: A personal relationship is created through the customer’s direct input |
| Channels | Definition: The methods of communication, distribution and sales used by the organization to interface with its customer segments. • Through which Channels do our Customer Segments want to be reached? • How are we reaching them now? • How are our Channels integrated? • Which ones work best? • Which ones are most cost-efficient? • How are we integrating them with customer routines? |
| Key Partners | •Definition: The network of cooperative agreements with other people or organizations (including governments) necessary to efficiently offer and distribute the organization’s mission and programs. • In order to optimize operations and reduce risks of a business model, organization usually cultivate buyer-supplier relationships so they can focus on their core activity. • Complementary business alliances also can be considered through joint ventures, strategic alliances between competitors or non- competitors. • Who are our Key Partners? • Who are our key suppliers? • Which Key Resources are we acquiring from partners? • Which Key Activities do partners perform? |
| Key Activities | • Definition: The main actions which an organization needs to perform to create its value proposition. • The most important activities in executing a company's value proposition. An example for “Bic” would be creating an efficient supply chain to drive down costs. • What Key Activities do our: • Value Propositions require? • Distribution Channels require? • Customer Relationships require? • Revenue streams require? |
| Key Resources | • Definition: The physical, financial, intellectual or human assets required to make the business model work. • The resources that are necessary to create value for the customer. They are considered an asset to a company, which are needed in order to sustain and support the business. • These resources could be human, financial, physical and intellectual. • What Key Resources do our: • Value Propositions require? • Distribution Channels require? • Customer Relationships require? • Revenue Streams require? |
| Revenue Streams | • Definition: The way a company makes income from each customer segment. • For what value are our customers really willing to pay? • For what do they currently pay? • How are they currently paying? • How would they prefer to pay? • How much does each Revenue Stream contribute to overall revenues? ways to generate a revenue steam : asset sales, usage fee, subscription fees, lending/leasing/renting, licensing, brokerage fees, advertising |
| Cost Structure | •Definition: This describes the most important monetary consequences while operating under different business models. • What are the most important costs inherent in our business model? • Which Key Resources are most expensive? • Which Key Activities are most expensive? • Classes of Business Structures: • Cost-Driven - This business model focuses on minimizing all costs and having no frills • Value-Driven -Less concerned with cost, this business model focuses on creating value for their products and services Characteristics of Cost Structures: Fixed costs, Variable Costs, Economies of Scale, Economies of Scope |
| Definition of project, program, portfolio | • A Project is a temporary organization, with people and other assets required to achieve an objective. • A Program consist of a number of projects and activities that are planned and managed together to achieve overall set of related objectives. • A Portfolio is a set of projects and/or programs, which are not necessarily related, brought together for the sake of control, coordination and optimization of the portfolio in its totality. |
| Characteristic of Program | •Produce deliverables with a strategic intent • Respond to a business change • Provides significant change in the organization • Has a success criteria including growth, productivity gain, and improvement in the market • Has significant risks • Has a longer duration than projects • Benefits are achieved through duration of program |
| What Program include? | A program include: • A single product or deliverable. • Many product deliverables. • Can be a combination of ongoing support activity and delivering value. • Focuses on business objectives and delivering value. |
| Program Logic Model | • The Program Logic Model is a program planning tool that can be used to help organize, design, implement and evaluate any kind of program. • The Program Logic Model provides a template for describing what goes into a program, who will participate, the activities and the outcomes, including long-term impacts. It can also be used to analyze program assumptions and external factors that can influence success. |
| What Program Logic Model is and is not? | A program logic model is: • A graphic representation of the theory of change driving a program or policy. • A framework for planning, implementation, monitoring, and evaluation. A logic model is not: • A strategic or fully developed plan for designing or managing a program or policy. • An evaluation design or evaluation method. |
| A logic model is valuable in supporting? | A logic model is valuable in supporting: • Program planning. • Program implementation. • Program monitoring. • Program evaluation. • Communication tool |
| Why use a Logic Model? | • Brings detail to broad goals. • Helps identify gaps in program logic and clarify assumptions. • Builds understanding and promotes consensus. • Makes explicit underlying beliefs. • Helps clarify what is appropriate to evaluate and when. • Summarizes complex programs for effective communication. |
| Key Content of Program Logic Model | WHAT? • Components are groups of closely related activities in a program. • Activities are the things the program does to work toward its desired outcomes. WHO? • Target groups are the individuals, groups, or communities at whom the program’s activities are directed. WHY? • Outcomes are the changes the program hopes to achieve. These are differentiated between short-term and long-term outcomes. |
| Program Logic Model Phases | Two Phases/Uses • Planning: • What do you want? Goals (Outcomes) • For whom? Participants (Outputs) • How? (Activities) • With What Resources? (Inputs) • Evaluation: • Who (Inputs) • Did What (Activities) • To Whom (Outputs), and • Why (Outcomes) |
| Resource-Output-Outcome | In its simplest form, a logic model is a graphic representation of the relationship among a program’s or policy’s Resource (what is invested in the program), the outputs (what is done with these investments), and what the outcomes are (what are the results). |
| Problem Statement | The problem statement is the problem or challenge that the program or policy is designed to address |
| Outcome (Goals, Objectives, Results, Impacts) | Outcomes express the results that your program intends to achieve if implemented as planned. Outcomes are the changes that occur or the difference that is made for individuals, groups, families, organizations, systems, or communities during or after the program. Outcomes ask, “What difference does it make?” Outcomes should: • Represent the results or impacts that occur because of program activities and services • Be within the scope of the program’s control or sphere of reasonable influence, as well as • the timeframe you have chosen for your logic model • be measurable |
| Outputs | • Outputs are the measurable, tangible, and direct products or results of program activities. • They lead to desired outcomes—benefits for participants, families, communities, or organizations —but are not themselves the changes you expect the program will produce. • They do help you assess how well you are implementing the program. Examples of program outputs include numbers and descriptions of: • Number of home buying workshops attended • Number of neighborhoods researched |
| Activity (Strategies, Processes, Methods, Action steps) | • Activities are the actions that are needed to implement your program—what you will do with program resources in order to achieve program outcomes and, ultimately, your goal(s). • Common activities are: • Developing products (e.g., promotional materials and educational curricula), • Providing services (e.g., education and training, counseling or health screening), • Engaging in policy advocacy (e.g., issuing policy statements, conducting public testimony), or • Building infrastructure (e.g., strengthening governance and management structures, relationships, and capacity). |
| Resources (Input, Program Investments) | • Identify the available resources for your program. This helps you determine the extent to which you will be able to implement the program and achieve your intended goals and outcomes. • List the resources that you currently have to support your program. (If you intend to raise additional resources for the program during this program timeframe, account for them under "Activities.") • Human resources: Full- and part-time staff, consultants • Financial resources: Restricted grants, operating budget • Space: Office and other facilities • Technology: Computer hardware & software • Other Equipment: office machinery • Materials/Other: office supplies |
| Definition of a Business Process | • A business process is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. • A business process is a specific ordering of work activities/tasks across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers. |
| Characteristics for a Business Process | •Definability: It must have clearly defined boundaries, input andoutput. • Order: It must consist of activities/tasks that are orderedaccording to their position in time and space (a sequence). • Customer: There must be a recipient of the process' outcome, acustomer. • Value-adding: The transformation taking place within theprocess must add value to the recipient, either upstream ordownstream. • Embeddedness: A process cannot exist in itself, it must beembedded in an organizational structure. • Cross-functionality: A process regularly can, but not necessarilymust, span several functions. |
| From the BMM Perspective | • Business process delivers offering • Business process manages asset • Business process realizes course of action |
| BPM-Process levels | • Level 1- Process Area: A high-level aggregation of deliverable processes. • Level 2- Process Group: A bundle of processes that belong to the same area of responsibility dealing with similar tasks and activities for functional or other reasons. • Level 3- Business Process : The business process is the level that aggregates business-oriented functions or steps into a unit that is meaningful and comprehensive in a sense that the steps or function incorporated are essential steps that transform an input into an enriched output . • Level 4- Process Steps: an activity performed by a user or a piece of software together with other steps forming a business process. • Level 5- Process Activities: Activities are the lowest granularity for business process modeling and reflect the single actions a user or a system performs to fulfill the process step. i.e., filling in the fields of a special mask consist of activities as each field has to be filled to end the step |
| Level 1- Process Area | •A Process Area is a high-level, abstract aggregation of a set of Process Groups that frames or positions the context of the Process Group as its nature. How to Identify Process Areas? • A process area is categorized according to either: • Enterprise business areas, business units, or divisions. • End-to-end flow of process areas. How is a Process Area Documented? • Typically documented using a process map such as the value chain diagram. |
| Level 2- Process Group | • A Process Group is a bundle of processes that acts as a container to combine a coherent and complete set of processes, which together produce a final output that provides a specific benefit or value to a specific set of stakeholders (internal or external). •A well-formed Process Group will consist of a complete set of processes that describe the activity required to carry out the full set of work required for the business to deliver both the valued output that the Process Group is intended to produce and all the business objects within its operating cycle. • process group provides capabilities for the enterprise to operate |
| Level 2- How to identify a Process Group? | A Process Group must meet the following conditions: 1. Every Process Group will have a single output identified that it is accountable to produce. 2. The output of a Process Group must be in a final valued form. 3. The Process Group output must address the recognized needs of an identified group and be received by at least two categories of recipients. 4. A single, unique owner is accountable for the output 5. A Process Group must be represented by business service created to encapsulate the set of resources and business processes needed to produce the output. 6. The output Business Service must be either consumed by two or more other Business Services, two or more recipients of the Business Service, or some combination. |
| Level 2- Process Types of the Process Group | • Planning Processes that describe the work of determining how that Business Service will respond to demands. Planning Processes operate on a planning cycle, or in response to contingencies. • Provisioning Processes that describe the work of preparing the Business Service to respond to demands in accordance with plans. • Delivery Processes that operate repeatedly when each request for a Business Service output is received. • Deregister/Decommission processes that recognize the lifecycles of resources, suppliers, Business Service outputs, or Business Service recipients and operate according to the lifecycle stages of these elements. • Oversight Processes that monitor, provide feedback, and thus control the performance of the other processes within the Process Group. |
| Level 2- How a Process Group Documented? | • Process group is documented in a Process Map. • A process Group is named based on the valued output it is accountable for producing prefixed with a verb that imparts the finality of what is accomplished. • Verbs such as “provide” (provide funding, provide food), “furnish” (furnish car, furnish payment), “address” (address question, address complaint), and “steward” (steward funds, steward buildings) are appropriate. 23 |
| Level 3- Business Process | • A Process will produce a single, usable, and complete business object: a product, a control object, or information object, any of which can then be consumed as a single thing, which makes it essential to fulfill the requirements to complete something that is needed by the enterprise as a mean to act. |
| Level 3- How to Identify Process? | •Each process will produce a single, complete, and meaningful result that contributes to the completion of the valued output necessary for the conclusion of the work of A Process Group. • When creating a process, the name given to the process will be derived from its goal. The process goal is an atomic statement describing the result of the successful completion of the process based on the process type and output produced. • Processes are named by referring to the business object that is completed by the process, suffixed with a verb that gives a sense of completion. • Verbs such as “determine”, “complete”, and “answer provide this sense on completion, whereas “draft”, develop”, and “propose” lack the finality needed to convey the needed completeness and will result in candidate processes that will not stand up to further decomposition. |
| Level 3- How are Processes Documented? | • Documentation of business processes is captured in a Process Map. • Processes have preconditions that must be met or dependencies that must be satisfied. Therefore, whereas model map maybe used to show the inventory of processes, a process model will show the dependency chain required. |
| Level 4- Process Step | •A Process Step exist as an essential part of what is required to control a process. • In each case of the process step, one of the two rules involved initiates the sequence by performing one or more aspects of the work and a second role is involved in completing other parts of the process before the output needed to complete the process achieved. • A process step is part of the journey to completion of the process object that is produces by a particular process. • A process step is a unit of work that is related to exactly one object (e.g, human, sheet of paper, purchase order (system), and that is executed by one role. |
| Level 4- How to Identify Process Steps? | The specifics of the steps involved in a process are based on two factors: 1. Is the nature of the process, which then permits the core steps to be defined. 2. Is driven by seven process oriented policies. These independent policies will dictate the steps required to flesh out or be added to a process to complement and complete the set of core process. |
| Level 4- The 5 process types used to define core steps: | The 5 process types used to define core steps: 1. Respond to request (prepare request, submit request, receive request, act on request, provide response, accept response). 2. Provide or publish an output (prepare output, provide output, receive output). 3. Provide or publish and output and confirm receipt ( prepare output, provide output, receive output, verify conformance of output to requirement, confirm receipt of output, receive confirmation of receipt of output). 4. Collaborate to produce a shared output (collaborate of output). 5. Monitor and respond (observe conditions, assess conditions, determine action required, provide direction/assessment, receive direction/assessment). 33 Level 4- Process Step The 7 process-oriented policies: |
| Level 4- what are The 7 process-oriented policies? | The 7 process-oriented policies: 1. When are payments for the output made? (n/a, before, now, later). 2. When is value provided relative to the request? (now, later). 3. Is a profile of the service partner (customer, supplier) maintained? (yes, no). 4. How is the price of the output established? (n/a, negotiate, standard pricing). 5. Are the rights to the output transferred? (yes, no). 6. Is the output tracked after the transaction? (yes, no) 7. Is the output prefabricated or made to order? (invented, built to order). |
| Level 4- the 7 process-oriented policies are used to create a process step? | Collectively, the answers to these questions and steps identified through the process type complete the list of steps necessary to capture the specification of work at this level. • For example, if the answer to Question 4, “How is price for the output is established?” where that the prices is determined by standard pricing, the process step “look up product price on price list” would have to be added. • If the answer to the this question indicated that the prices are determined via negotiation, the process “negotiate product price” would be needed |
| Level 4- How Are Process Steps Documented? | Process steps may be documented in a structured model that identifies the events (things outside the work that initiate, and terminate the actions described in the model) and the steps required to move the business object to completion. • Process steps is typically documented in a Process Step Model using a BPMN notation. |
| Level 5- Activity | How to Identify Activities? • At this level we are capable of exposing and capturing the interaction with the individual atomic objects that a worker in a role can view, access, and/or manipulate within the work. Activities will be of two types: • There will be one activity will always recognize the work to convert some set of inputs into output (transformational work), complete a transaction within rule-based work, or, in situations of high ambiguity, reach a judgment or conclusion (tacit work). • The remaining activities are each associated with one of the inputs consumed in creating the output. |
| Level 5- How Are Activities Documented? | • Process activities are documented in a structured model that identifies the events ( things outside the process that initiate, terminate, or happen during the course of action described in the model), and the set of activities required within scope of the process step. • Process Activities typically documented in a Process Activities Model using a BPMN notation. |
| Business Process Modeling Notation (BPMN) | • Is a flow chart method that models the steps of a planned business process from end to end. • Is a key to Business Process Management, it visually depicts a detailed sequence of business activities and information flows needed to complete a process. |
| Business Process Model and Notation (BPMN) how it's used | Power of expression: If necessary, you can describe precisely how a process functions with BPMN. However, this is more difficult than only roughly describing the process. This way of precise modeling is possible, but not mandatory. Implementation in IT: BPMN has been primarily developed to support technical implementation of processes ("Process Automation"). The more important the IT is in a company, the more helpful the use of BPMN becomes |
| BPMN Components | • Swimlanes • Pool, Lane • Events (Circles) • Start, Intermediate, and End • Activities (Rounded Rectangles) • Task, Sub-Process • Gateways (Diamonds) • Connecting Object • Sequence Flow, Message Flow, Association • Artifacts • Annotation, Group, Data Object |