BUSI2710 Business Process Management
Case: “Frumherji Ltd., Reykjavik: The Vehicle Inspection and Emissions-Testing Process” by Brynja Thorbjornsdottir and Karen Brown (THE CASE MUST BE PURCHASED THROUGH HBSP: https://hbsp.harvard.edu/import/767211 ).
The case analysis is organized according to the 6 stages of the BPM lifecycle – process identification, process discovery, process analysis, process redesign, process implementation and process monitoring – in order to take you through the complete BPM lifecycle.
Please use the material from the course to support your answers and analysis, implementation of the process, etc. For example: What would Hammer recommend? How Hall would approach the problem? What would Champy say?
Read the case. Submit a report (with the BPMN model in it) addressing the following questions:
- Process Identification (cite evidence from the case to support your analysis):
- Create a process landscape model of Frumherji Ltd., Create a process identification, process discovery, process analysis, process redesign, process implementation and process monitoring. (i.e. the whole company based on the information presented in the case, not just the vehicle inspection process) (you can use the APQC reference model if you want). (5%)
- Identify the key stakeholders and their role in the core processes (please put this in a table). Approximately 2 to 3 pages (5%)
- Process Discovery:
- The case talks briefly about the methods that the consultant used for process discovery. Comment on the methods used, for example: are the methods appropriate for this organization? Are there other methods that could have been used? Which employees should she have talked to? (5%)
- Model the current (as-is) scenario of the vehicle inspection and emissions-testing process at the Hesthals Station using a BPMN software modelling tool (e.g. BizAgi). Please include business objects and annotations. You will have to make some assumptions in the process, please document these assumptions and submit them with your assignment. It is not expected that you will capture all of the steps of the process, it is important that you capture the main processes. (20%)
- Process Analysis:
- The identification of performance measures is an important part of any BPM initiative. Identify and discuss three of the most important process performance measures for the vehicle inspection and emissions-testing process. Why is it important to identify performance measures as part of any BPM initiative? Approximately 1 page (5%)
- Identify those parts of the process that you believe cause the major problems. State why you believe they cause problems and what problems you believe they cause. Provide arguments and/or evidence from the case for this.
- Ensure that you clearly justify what the major problems to the process are. Do not focus on a single issue, there are many present in this case. Also, do not try to attempt to list all problems. Recognize that some problems are more severe or more fundamental or more critical than others.
- You should attempt to find a few major root causes of the many problem symptoms. You will find the course material useful, but you are not be limited to that material only.
- Rank or prioritize the problems/root causes by their severity or importance and briefly justify your rank order.
- Cite evidence from the case to support your analysis and to support your ranking/prioritization. Your answer should be more than a simple list of things the case already mentions but demonstrate some analysis/deeper thinking. Approximately 2 to 3 pages (10%)
- Process Redesign:
- Recommend the most important changes to the process that addresses the problems of the core processes. Describe each recommended change, state which problem it addresses and describe how it solves the problem. Each change recommendation should directly address one or more of the identified root causes in the previous question. Change recommendations should be realistic and implementable in a reasonable time and with reasonable resources. Change recommendations should be detailed and specific. You will find the course material useful, but you are not be limited to that material only. Approximately 2 to 3 pages (15%).
- Identify any requirements for IT support for your changed process. i.e. what new systems or new capabilities for existing systems may be necessary to make your changed process happen?
- Research and report on IS that can contribute to transform the functionalities of this business (i.e. look online for systems that could be used). Approximately 1 to 2 pages (10%)
- Process Implementation and Process Monitoring & Control:
- Develop a detailed implementation plan for your proposed changes. What should happen in the short-term (within 3-6 months) versus the long-term (within 12-18 months)? Why? Be sure to consider any changes to the management of an organization, such as those challenges and changes that an organization should consider when creating a process enterprise that Hammer and Stanton (1999) identified and consider Champy’s (2006) rules around managing process changes. Approximately 2 to 3 pages (15%)
- How could process mining be used to analyze the processes? You will find the course material useful, but you are not be limited to that material only. Approximately 1 to 2 pages (10%)
- The indicated page counts are guidelines only. You may use fewer or more pages. The assignment will be evaluated based on quality, not quantity.
Citing and Evidence:
Make sure you substantiate your arguments and assertions with evidence and examples from the case. It is not necessary that you formally cite sources or have a bibliography. However, in your report you must provide evidence to support any argument or assertion that you make by quoting from the case or providing a page reference to the case or both.
Required formatting:
- Arial font
- 11 pt font size
- Single-spaced
- Fully (Left- and Right) Justified