The BPTrends Redesign Methodology

The BPTrends Redesign Methodology

The BPTrends Redesign Methodology portrays a handy way to deal with encouraging procedure change in an association. The redesign methodology is outlined about an assortment of things, including deciding the objectives of the association, setting up an undertaking group, dissecting existing procedures, characterizing another to-be model, characterizing worker necessities for the new procedure, and effectively revealing another procedure. Change the board is just one bit of the general business process change exertion, regardless of whether it’s a significant piece (Sikdar &Payyazhi, 2014). The redesign methodology model for a process overhaul venture is envisioned as five stages, prompting an updated procedure. Numerous things need to occur inside each stage to guarantee a fruitful task. Something that necessities to happen is gatherings and meetings in which the upgrade venture group cooperates with the board and with workers who should execute the new procedure (Harmon & Trends, 2010, p330). The redesign methodology depicts a center arrangement of those gatherings and builds up objectives for the gatherings.

The five phases include; Understand Project, Analyze process, Redesign process, implement the redesigned process, and roll out a redesigned process. The first phase of the process, understand the project, involves the process sponsor, the project facilitator, and the steering team. These members meet with both the management of the organization and the organizational employees to discuss the goals of the project (Harmon & Trends, 2010, p329). At this phase, the scope of the project is refined and the establishment of the project schedule is made with a clear and concise plan (Valiris & Glykas, 1999). The worksheet of the organization is explored to analyze its possible opportunities and threats for carrying out a particular project. The team also draws a detailed diagram of the organization to show each role of the team members in the project.

The Analyze process is the second phase of the process and is particularly undertaken by the process redesign team together with the project facilitator. At this phase, the team works out to define the processes and activities to be carried out. The organization also identifies the key items that may disconnect the project from achieving its set goals (Valiris & Glykas, 1999). A proper analysis is done to show the project improvement and this is accompanied by a worksheet. All activities and the cost for every activity is also recorded in a worksheet to enable the process of analysis. Every detail of the team player in this phase is also recorded.

The third phase is the redesign process which is responsibly handled by the process redesign team and the facilitator of the project. The team works to eliminate any identified disconnect from the previous phase and include a process that will improve the project (Valiris & Glykas, 1999). The team then proposes new processes that can be undertaken to achieve improvement in the project. New activities and management systems for the project are also redefined to achieve improvement.

The implement redesigned process phase involves the creation and testing of new software to aid in carrying out the newly defined process. This phase is controlled by the process manager in cooperation with other teams with specialized responsibilities (Harmon & Trends, 2010, p331). This phase aims to achieve new job descriptions for every team player. The team members are also trained with new job models for the organization.

The last phase of the BPTrends redesign methodology is the roll out redesigned process. This phase is undertaken and mainly managed by the organization managers who will be responsible for the newly designed project. The managers at this phase are responsible for ensuring the project achieves the desired change and transition. The managers also ensure the project is ongoing to achieve its goals.

An example of an organization that uses this process is the Ford Motor Company. The organization uses this methodology with success. The company redesigned its Purchase-To-Pay project successfully using the redesign methodology.

Balanced Scorecard

The Balanced Scorecard composes of measures that give top administrators a quick however extensive perspective on the business. The reasonable scorecard incorporates money related estimates that tell the aftereffects of moves previously made (Niven, 2002). What’s more, it supplements the monetary measures with operational measures on consumer loyalty, interior procedures, and the association’s advancement and improvement exercises—operational estimates that are the drivers of future budgetary execution. The balanced scorecard gives an amazing system to building and conveying technique for organizations. The plan of action is envisioned in strategies that power organization administrators to consider circumstances and logical results connections. The way toward making a balanced scorecard guarantees agreement is reached over a lot of interrelated key goals (Madsen & Stenheim, 2014, p85). This implies both execution results just as key empowering influences of future execution are recognized to make a total image of the technique. The way that the system with all its interrelated targets is mapped on one bit of paper permits organizations to effectively convey procedures inside and remotely (Madsen & Stenheim, 2014, p85). This encourages the comprehension of the methodology and assists with connecting with staff and outside partners in the conveyance and audit of the procedure. The balanced scorecard approach powers associations to configuration key execution markers for their different key goals. This guarantees organizations are estimating the main thing. Research underpins this as organizations with a balanced scorecard approach will in the general report a higher caliber of their administration data just as expanding benefits structures how this data is utilized to direct administration bits of knowledge and vital dynamic.

An example of an organization using the balanced scorecard is Apple Inc. The technology company applies the performance indicators to measure its alignment and commitment towards its core values including market share, customer satisfaction, shareholder values, and core competencies. This helps the company to measure its performance to achieve its organizational goals.

References

Harmon, P., and Trends, B.P., 2010. Business process change: A guide for business managers and BPM and Six Sigma professionals. Elsevier, pp 327-357.

Madsen, D.Ø. and Steinheim, T., 2014. Perceived benefits of balanced scorecard implementation: some preliminary evidence. Problems and Perspectives in Management, 12(3), pp.81-90.

Niven, P.R., 2002. Balanced scorecard step-by-step: Maximizing performance and maintaining results. John Wiley & Sons.

Sikdar, A., and Payyazhi, J., 2014. A process model of managing organizational change during business process redesign. Business Process Management Journal.

Valiris, G., and Glykas, M., 1999. Critical review of existing BPR methodologies. Business process management journal.