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【正文】 goals Enterprise functionsBusiness process managementBusiness process executionProcess models Process regulation Performance indicatorsPerformance indicatorsBusiness process management (BPM) basicsBusiness process outsourcing (BPO) is the movement of business processes from inside the anization to an external service provider.With the global telemunications infrastructure now well established and consistently reliable, BPO initiatives often include shifting work to international providers. Main insourcing countriesBusiness process management (BPM) basicsBusiness process management (BPM) basicsControllingModelingImplementingImprovingBPM SystemBusiness process management (BPM) basicsAnother point of view on BPM SystemBusiness process management (BPM) basicsThe underlying principle of the BPM (Business Process Management) is that the general goal bees a cornerstone, and reaching this goal bees the sense of all the activity. The result of the work is measured not by each executor’s functions duration and quality, but by entire process pleteness.Business process management (BPM) basicsSimplification and minimization of coordination mechanismsSource Make DeliverOrder OrderOrder OrderOutput deliveringBusiness process management (BPM) basicsBPM goals:?To make a process manageable (measurable)?To make a process “human independent”?To make a process transparent?To make a process executable (by human or by automate) ?Common business goals (improve products quality, decrease product cycle, cut costs, increase sales)Business process management (BPM) basicsIn terms of analysis and optimization of business processes, BPM and appropriate tools allow you to identify: duplication of functions, bottlenecks, cost centers, quality of certain operations, missing or inplete information, automation possibility, ISO 900x certification opportunities Business process management (BPM) basicsMain BPM implementing obstacles: 1. Lack of stimulus to improve the effectiveness ofanization (low petition)2. Unwillingness to change the zone of managers’ responsibility 3. Familiarity and simplicity of the functional approach4. Low management culture5. The use of paper regulation documents as a tool for process management (without automation) 6. Business process describing abuse 7. Too high expectations of the reference models and consultants involvement 演講完畢，謝謝觀看
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