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Powerpoint or this one

https://www.lucidchart.com/pages/business-process-mapping

1. Can you provide an explanation of the current and future process like the below example?

For example, “Business Online Purchase Process”

Select Items- Ordering online start with selecting a series of item from an e-commerce website such as Amazon.

Place Order- When one has selected all items that they need they place an order and make the purchase.

Order

Complete

?-The system checks whether the order has been placed and the correct amount has been paid.

2. Recommendation: Pls explain in detail the process as well as your recommendations for the future improved process. What did you recommend for the future improved process and why?

“Map a second desired future process which may utilize information technology, tools, or improved data management resulting in an improvement of one of the six areas for IT investment.”

1. Explain your future process step by step like you explained in the current process.

2. Recommendation: Your recommendation is not explained very well. Pls explain in detail the process as well as your recommendations for the future improved process. What did you recommend for the future improved process and why?

Homework: Map a Business Process
•
Points 100
Referring to the business process documentation, as well as the flow of data to information and
then action, draw (map) a business process that you are familiar with, at least 8 steps, you can
use PowerPoint, https://www.lucidchart.com/pages/business-process-mapping or any other
program you have access to, you can also hand draw and submit a photo.
Map a second desired future process which may utilize information technology, tools, or
improved data management resulting in an improvement of one of the six areas for IT
investment.
Submit the current process map, future process map, an explanation of the process as well
as your recommendations for the future improved process.
•
To do: After you finish drawing map a business process, teach to Professor back. So to
teach Professor back, write and explain what did you do to draw a map business in
another slide. Write full sentences.
Textbook: Chapter 8: https://opentextbook.site/informationsystems2019/chapter/chapter-8business-processes-information-systems-introduction/
Some Rubric (2)
Some Rubric (2)
Criteria
Documented a current business process
with appropriate blocks and arrows.
Ratings
Pts
40 pts
Full
Marks
0 pts
No
Marks
40 pts
40 pts
Full
Marks
0 pts
No
Marks
40 pts
Documented a future/improved business process
Some Rubric (2)
Criteria
Provided an explanation of the process and basis of improvement
recommendation.
Total Points: 100
Ratings
20 pts
Full
Marks
0 pts
No
Marks
Pts
20 pts
Introduction to Management
Information Systems
Ms. Jean Ellefson
Course: MIS390
Credit Hours: 3 Semester Hours
Selection Example: Pugh Matrix
ï‚— Options (Alternatives)
ï‚— Requirements (Attributes)
ï‚— https://docs.google.com/spreadsheets/d/1za9cdGI
Ci9W_Azy7sOO2zaH9peqSUBjIm_00QWJHzw/edit#gid=421090605
ï‚—
https://www.gartner.com/doc/reprints?id=1-2468658S&ct=200917&st=sb
2
3
Enabling Value
4
Prototyping
ï‚— Preliminary model built rapidly and inexpensively
ï‚— Four-step process
 Identify the user’s basic requirements
ï‚— Develop an initial prototype
ï‚— Use the prototype
ï‚— Revise and enhance the prototype
ï‚— Especially useful in designing a user interface
Figure 12.4 The Prototyping Process
Selecting Projects
ï‚— Determining project costs and benefits
ï‚— Tangible benefits
ï‚— Intangible benefits
ï‚— Capital budgeting methods
ï‚— Information systems plan
ï‚— Portfolio analysis
ï‚— Scoring model
Figure 11.7 The Balanced Scorecard
Framework
Figure 12.5 Total Cost of Offshore
Outsourcing
Figure 12.9 A System Portfolio
The Experience!
Source: https://www.habitweekly.com/habit-weekly-pro-lemonade
11
Easy!
 Reduce Friction or “Hassle Factor”
 Simplify Messages – short
actionable goals
ï‚— Make it the default
12
13
Attract!
ï‚— Attract Attention, perhaps color or illustrations.
ï‚— Appealing frame: Act now specials, etc.
ï‚— Rewards: Design for maximum effect. Recognition, badges,
economic incentive, etc.
14
Social
ï‚— Social Norms: All the cool kids are doing it!
ï‚— Trusted Source: Influencers or other?
ï‚— Commitment: Make commitments to others.
15
Timely
ï‚— Timely prompts
ï‚— If-Then Plans: Set them up for folks!
ï‚— Deadlines
16
Lemonade in Action
ï‚— https://youtu.be/flSLI2JmWVE
ï‚— How are they doing these things?
https://www.fastcompany.com/3068506/lemonade-is-using-behavioral-science-toonboard-customers-and-keep-them-honest
Process Design &
Management
Introduction to MIS / MIS 390
Prof. Jean Ellefson
George H. Yeadon (Xerox Corporation – Retired)
What is a process and Business Process
Management?
ï‚— A series of actions or steps taken in order to achieve a particular
end.
Input
Output
Process
Feedback
ï‚— Business process management (BPM) is a discipline in operations
management in which people use various methods to discover,
Business Process Management
ï‚— Business Process Management refers to aligning processes with an organization’s
strategic goals, designing and implementing process architectures, establishing process
measurement systems, and educating and organizing employees so that they will
perform effectively.
ï‚— Requires collaborative ownership of both process (Operations) and
tools (Systems).
ï‚— Ideally, driven by business requirements but may be constrained by capability or capacity
Methods Engineering = Time & Motion
ï‚— A time and motion study is a business efficiency technique combining the Time
Study work of Frederick Winslow Taylor with the Motion Study work of Frank and
Lillian Gilbreth.
ï‚— It is a major part of scientific management (Taylorism). After its first introduction,
time study developed in the direction of establishing standard times, while motion
study evolved into a technique for improving work methods.
ï‚— It is applied today to industrial as well as service organizations, including banks,
schools and hospitals.
ï‚— This is directly related to Quality and Statistical Process Control / Six Sigma
Process Documentation
ï‚— Written Description /
Standard Operating
Procedure (SOP)
ï‚— Technical
ï‚— Human Resources
ï‚— Finance
ï‚— Security
ï‚— . . . Food Preparation
Process Documentation, cont.
ï‚— Process Design / Mapping / Flow Diagram
Process Mapping Tools & Evaluation
Considerations
ï‚— MS Office
ï‚— Powerpoint
ï‚— Excel
ï‚— Visio
ï‚— Project
ï‚— TIBCO-Nimbus
ï‚— Elements
ï‚— IBM Blue Works
ï‚— Bizagi
Evaluations:
o
o
o
o
o
o
o
Ease of use
Collaboration
Linking sub-processes
Import / export functionality
Set up and organization
Graphical visualizations (flowcharting)
Step-related information (resources, time, cost, . . .)
Process / Systems Mapping Symbols
The “Happy Path” and Exceptions
Exceptions /
Problems lead to:
â–ª
â–ª
â–ª
â–ª
â–ª
â–ª
Systems tools are expected to support the ‘norm’ and ‘exceptions’.
Error detection
Supplemental reporting
Alternate sub-processes
Manual intervention
Ancillary data
requirements
Loss of productivity
United Way – Rochester Example
R-A-C-I
NAO
Pre-sales quote tem plate
I
R
Com plete application and m ail to NFIT
R
R
R
NB process?
PO to NAO
com plete pre-sales System s Assurance
Form to NFIT – technical details to install
Data Com m unicator
create portal subscription data
com m unicator account
NFIT supplies DC credentials
R
A
C
XPMMS differences
XPMMS differences
R/A
R/A
A
configure per SAF requirem ents
R
A
R/A
notify NFIT that data upload is in process
I
I
R/A
R/A
C
setup client account & entitlem ents
Print Managem ent Solution report export
for validation
C
R/A
R/A
C
R/A
validate CVUA data against PMS reports
user ID and passw ord to access CV
dashboard
schedule technical training for Xerox /
client
R/A
I
R
A
I
R
C
I
Technical installation
R/A
install data com m unicator
Sign SAF to accept installation com plete
No
te
C
Planning call w ith account team / client
create dashboard
com plete MACD form to add UA S/W
support to XSM
en
t/
NFIT
R
create SF.com account & opportunity
Co
m
m
Tr
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si
ti
Sa on
Ex
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s
ec
/S
PS
DM
So
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PS tion
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PS h Co ite
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Xe h Ar tant
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Su tion iso
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Responsible – Accountable – Consulted – Informed
Interactive Session – Will Robots Replace People in
Manufacturing?
ï‚— https://www.youtube.com/watch?v=HX6M4QunVmA
ï‚— Class discussion
ï‚— Why have robots caught on in manufacturing? What knowledge do they
require?
ï‚— In what areas can robots replace human workers in manufacturing? Explain
your answer.
ï‚— If you were considering introducing robots in your manufacturing plant, what
people, organization, and technology issues would you need to address?
Business Process Redesign
ï‚— https://www.lucidchart.com/pages/business-process-mapping
29
Data Flows
30
Data Flows
31
Group Work
 Make your own…
ï‚— https://www.lucidchart.com/pages/business-process-mapping
ï‚— PowerPoint
 Else…
32
PMI Homework
33
For next time…
ï‚—Document a Business Process Redesign
Capacity Planning and Scalability
ï‚— Capacity planning
ï‚— Predicting when hardware system becomes saturated
ï‚— Ensuring computing power for current and future needs
ï‚— Factors include:
ï‚— Maximum number of users
ï‚— Impact of current, future software
ï‚— Performance measures
ï‚— Scalability
ï‚— Ability of system to expand to serve large number of users without breaking down
Total Cost of Ownership (TCO) model
ï‚— Analyzing direct and indirect costs to determine the actual cost of owning a
specific technology
ï‚— Direct costs: hardware, software purchase costs
ï‚— Indirect costs: ongoing administration costs, upgrades, maintenance, etc.
ï‚— Hidden costs: support staff, downtime, etc.
ï‚— TCO can be reduced through increased centralization, standardization of hardware
and software resources.
Using Technology Service Providers
ï‚— Outsourcing
ï‚— Using external provider to run computer center
and networks
ï‚— Web hosting service
ï‚— Offshore software outsourcing
ï‚— Service level agreements (SLAs)
ï‚— Using cloud services
ï‚— Appealing to businesses with smaller IT budgets
ï‚— Pricing is per hour, per-use
ï‚— Switching costs

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