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Reflections on Business Process Management in a Business

SchoolProfessor Colin Armistead

Bournemouth University Business School

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EFQM Excellence Model

Leadership

People

Policy &Strategy

Partner-ships& Resources

Processes

People Results

Customer Results

Society Results

KeyPerfor-manceResults

ENABLERS RESULTS

INNOVATION AND LEARNING

CA-HO-70

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Fundamental Concepts• Results orientation• Customer focus• Leadership and constancy of purpose• Management by process and facts• People development and involvement• Continuous learning, innovation and improvement• Partnership development• Public responsibility

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Process Working

From Hierarchy.................. to........................ Process Working

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Themes of BPM

• Strategic choice and direction

• Organisational design

• Maximising the market value chain

• Performance management

• Organisational co-ordination and decision making

• Organisational culture

• Organisational learning and knowledge management

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BPM as an Integrator of Strategy

Strategic Trade-offs

Business Process Architecture and Criteria for Operational

Effectiveness

Business Plan Process Targets

Breakthrough Plans

Process TeamsTask Level

Strategic Level

The Organisation

Integrator

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Dimension of the Business School

• Students– undergraduate 1277 (70%)– postgraduate 560 (30%) – international 298 (16%) – part-time and 459 (25%)

• Staff– Teaching and researching 56– Administrators 35

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Demand on teaching and learning processes

• Volume – number students enrolled each year

• Variety– background of students– type of course, U/G, P/G, F/T, P/T, taught, research

• Variation in the volume and variety on a yearly cycle

• Degree of contact needed by the students

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Aims for BPM in the Business School

• Balance personalisation where required with standard delivery - face to face with on-line

• Consistency and reliability in performance

• Efficient use of resources

• Recovery when things go wrong

• Continuous improvement

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What’s been done

• Agree main processes

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Key Processes for the Business School• Strategic

– Business planning

• Customer facing:

– Teaching and learning

– Research

– Enterprise

– Partnership development

• Support

– Quality

– Timetabling

– Budget development monitoring

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Head of School

School Administrator

Bus

ines

s S

choo

l Del

iver

y P

roce

sses

U/G Programmes

P/G Programmes

Research

Enterprise

Strategy Group

HRMGroup

ISGroup

ICGroup

BUSINESS SCHOOLBUSINESS SCHOOL

Heads of Academic GroupHeads of T &L ProgrammesHead of Teaching and Learning Dev.Head of QualityHead of ResearchHead of EnterpriseHead of Partnerships

Partnerships

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What’s been done

• Agree main processes

• Identify critical points

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Subjectallocated

Study unitplan

Assessmentplan

Assessmentplan agreed

Academic Gp

Developsessionplans

Deliversessions

Reviewsessions

Assessmentplan agreed

Course Team

PrepareStudent

Unit Guide

Inputs from other processes•Definitive course document•Student handbook•Assessment schedule•Teaching Timetable•Existing T&L materials•New T&L materials

Setunit

assessment

Markunit

assessment

Agreedouble

marking

Givestudent

feedback

Markexaminations

Agreedouble

marking

Liaise withexternal

examiners

Attendexamination

boards

Subject Unit Delivery Process

Subject Unit Assessment Process

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Subject Unit Delivery and Assessment Processes

OTSU’s & Bottleneck

Impact ofBottleneck/OTSUweighting(high,med, low)

What is Happening & Who isInvolved?

Why is it Happening? Suggested Solutions

(As a Group)

Action Agreed

Lead Role

CA-HO-67

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What’s been done

• Agree main processes

• Identify critical points

• Re-allocate resources

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What’s been done

• Agree main processes

• Identify critical points

• Re-allocate resources

• Integration around course teams

Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done

• Agree main processes

• Identify critical points

• Re-allocate resources

• Integration around course teams

• Balance face to face with on-line delivery

Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done

• Agree main processes

• Identify critical points

• Re-allocate resources

• Integration around course teams

• Balance face to face with on-line delivery

• Measure performance around the process

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Experience of the BS against BPM Themes

BPM Themes• Strategic choice and

direction• Organisational design• Maximising the

market value chain

BS experience• Processes in business

planning• Structured around

processes• Three key customer

processes closely linked

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Experience of the BS against BPM Themes

• Performance management

• Organisational co-ordination and decision making

• Measurement and performance management around processes

• Boundaries understood more clearly and responsibilities assigned to processes

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Experience of the BS against BPM Themes

• Organisational learning and knowledge

• Organisational culture

• Knowledge processes closely linked to key organisational processes

• Organisational culture changed in respect of roles of administrators and lecturers

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Lessons Learned

• Processes in the strategic language

• Involve everyone at some stage

• Don’t get carried away on mapping

• Integrate at key sub-process stages teaching and administrators