Saudi Arabia
Ministry of education
Al Baha university
College of Computer Science and Information Technology
Case study and Business process
management Model for Kringler
Enterprise Systems and Architecture
(41031262)
supervised by: Dr. Bader Alghamdi
Group num(2)
2021
Introduction:
Business process management (BPM) is an organizational discipline where a company
takes a step back and looks at all of these processes in total and individually. It analyzes
the current state and identifies areas of improvement to create a more efficient and
effective organization.
Business process management (BPM) is how a company creates, edits, and analyzes the
predictable processes that make up the core of its business.
Each department in a company is responsible for taking some raw material or data and
transforming it into something else. There may be a dozen or more core processes that
each department handles.
What are the various types of business process management?
BPM systems can be categorized based on the purpose they serve. Here are the three types
of business process management
Integration-centric BPM
This type of business process management system handles processes that primarily jump
between your existing systems (e.g. HRMS, CRM, ERP) without much human
involvement. Integration-centric business process management systems have extensive
connectors and API access to be able to create processes that move fast.
Human-centric BPM
Human-centric BPM is for those processes that are primarily executed by humans. These
often have a lot of approvals and tasks performed by individuals. These platforms excel at
a friendly user interface, easy notifications, and quick tracking.
Document-centric BPM
These business process management solutions are required when a document (e.g. a
contract or agreement) is at the heart of the process. They enable routing, formatting,
verifying, and getting the document signed as the tasks pass along the workflow.
Most business process management systems will be able to incorporate elements of each
of these, but each one will usually have one specialty.
Q1:What are the current business / IT products, and
services for Kringler?
A1: It is a company and a tourist resort located in Norway, in a region, owned by a
couple, and they face problems, and they want insane to touch it, so Jesus
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Q2: What is the problem for Kringler?
A2:
-Experiencing problems with stakeholders
-Problem with communicating with clients
-Problem with communication
-Problem with the Weak financial revenues
-Problem with agreeing with stakeholders
Q3: What is the Kringler vision and strategy to
increase revenue and increase customer values?
A3: Value/strategy
‘‘A home away from home’’
As mentioned in the above section, Kringler seeks to appear as a down to earth
company, focusing on the interpersonal connection with its customers. The slogan
embodies their value of creating a ‘‘cozy’’, ‘‘homely’’ feel, reflecting the surroundings
the customers encounter (illustrated in Fig- ure 1). At the same time, the venue seeks to
offer facilities that satisfy the requirements of a conference in terms of technology and
services. The Norwegian version of the company vision along with a translation in
English is given in ‘‘Values and vision’’ in ‘‘Appendix 1’’.
The strategy of Kringler has been for the past three years, to stop expanding physically,
and rather to develop the business further by taking advantage of being a smaller-sized
venue, focusing on delivering quality and customized expe- riences (see ‘‘SWOT
Analysis as of September 2015’’ in ‘‘Appendix 1’’ for a recent SWOT analysis
conducted in September 2015). Local produce and a menu that varies with the seasons,
carefully selected wines and beer produced by the local brewery are all part of their
strategy to be unique and different from larger venues (i.e. their competitors). Figure 3
displays the vision centred on creating customer value and how this continuous cycle
affects the approach to managing processes.
The uniqueness of the venue is emphasized through being a standout venue with topnotch facilities combining modern design with rural surroundings. While the aim is to
standardize the processes, this is to be balanced so that the personal and homely feeling
is not lost. All customer interactions should focus on creating a close relationship
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Q4: Describe the current state Kringler six
capabilities and its components?
A4: Kringler’s enterprise-wide BPM efforts
The need for developing a process-centric view within the organization became clear
to the CEO by the end of first quarter of 2016. For her, as part of the top management,
to focus on the further development of the business and upkeep
Developing organization-wide BPM capabilities
W Bandara and H Opsahl
Figure 6 Office environment of the CEO.
of market share required employees that realized their impact not only on customer
experience and creation of value, but also on how their processes affected the performance of other processes. The QUT BPM Maturity Model presented by De Bruin and
Rosemann (2005) was intro- duced to the CEO by a friend in the consulting business in
Norway, and due to the lack of knowledge of any other models, this framework was
simply selected as a guiding framework in starting the E-BPM journey. Supported by
the handbooks on BPM and maturity assessment (vom Brocke and Rosemann 2010)
the CEO then decided on applying this framework to help develop Kringler’s
enterprise-wide approach to managing processes.
Introducing the BPM maturity model (BPM MM) adapted here
The QUT BPM MM (Rosemann and De Bruin 2005) was applied here. The model takes
the following six factors into consideration when measuring the maturity of the business
processes of an organization:
• Strategic Alignment
• Governance
• Methods
• Information Technology • Culture
• People
Each of these six factors has five underlying capability areas. A comprehensive yet
succinct description of these can be found in the works of Rosemann and vom Brocke
(2015).
Furthermore, the QUT BPM MM provides the framework on which the maturity of an
organization can be addressed using five levels of maturity (Rosemann and vom Brocke
2015). Given that the objective of undertaking a BPM Maturity assessment for Kringler
was to allow for a holistic assessment of the maturity of processes, the CEO found the
QUT BPM MM fit for the purpose. She found the inclusion
of the capability areas People and Culture an advantage in this model (Curtis and Alden
2006). Moreover, responsive- ness to change, attitudes of the employees and knowledge
of process management are all factors addressed in the QUT BPM MM. These factors
inhibit an organization from progressing towards a process-centric view (Sˇkerlavaj et
al. 2007).
However, the QUT BPM MM is (to the authors’ best knowledge) yet to be applied in
an organization of this size previously (i.e. an SME). Its use of five levels of maturity
did not ‘‘sit right’’ with the top management at Kringler. As mentioned earlier, the
company was short on resources; hence, to assign one employee to carry out BPM
activities alone was improbable. Thus, it was a daunting challenge for the organization
to aspire to reach the highest level of maturity depicted by the original QUT BPM MM.
This observation is supported by the findings in other SMEs by Chong (2014) and
Taticchi et al. (2008). The top manage- ment decided to use four levels to assess the
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organization’s BPM capabilities as an SME. Figure 7 depicts the scale of the four new
levels of maturity adapted here, with a description of what characteristics were
associated with each level. Still following the six capability areas and their respective
factors, the QUT BPM MM was used to assess the current state of the organization with
the slight adaption of using four levels of maturity instead of five.
Q5:Define the new Business Process Management
(BPM) system?
A5: Currently, there is no one responsible for BPM in the organization. One part-time
worker took the initiative to embed some improvement efforts within the IT sector, and
is being supported by the top management to continue to do so. However, the visibility
and articulation of these improvement efforts to the employees outside the top
management group are limited. The limitation of human resources (less than 20
employees) rules out the possibility for larger IT tools and relocation of employees to
IT- or BPM-specific tasks (supported by Chong (2014) and Taticchi et al. (2008)).
The current BPM tools are limited to Post-it notes, MS Office and handwritten notes
(see visual image in Figure 6). The tools for design and modelling of processes (to what
little extent there is) are limited to the same basic tools. Improvement ideas usually
originate from the top managers or their family (a common feature for SMEs as
maintained by Chong (2014) and McAdam et al. (2000)). These are customarily
scribbled down on Post-it notes and hung up on the wall in the CEO’s office. Figure 6
depicts the desk environment of the CEO that is the ‘‘home’’ for these improvement
ideas. The blackboard behind the two screens is where all the improvement reminders
are hung up, needless to mention the lack of process overview or systematic
approach to Business Process Improvements (BPIs).
Draw the activities to improve business process
management at Kringler?
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Conclusion
The first conclusion is that business process management is important because it makes
a company to have an efficient flow of work and to increase its flexibility to changes in
the environment. A company that has a well-coordinated management ensures smooth
flow of work and clear objectives is likely to have greater process management. The
implication learned from the above is that it is best to make sure that the flow of work
is smooth and flexibility in the workplace and see to it that the company is enhanced
for a good process management of our businesses. The second conclusion made is that
a Business Process Management Software enables the company to execute, model,
monitor, implement and optimize their processes. Furthermore, the software will make
the flow of work smoother at all times unless the system fails. Systems that are having
a backup and enhancements are always effective in ensuring better process management
(PWC 24). Therefore, the following offers the most suitable solution to the BPM
problems. The lesson learned from this is that software development is the best solution
to problems due to BPM since they are fast and reliable. Finally, the topic concludes
that optimization of the BPM helps in improving the corporate management of the
company. The lesson that learned from BPM optimization is that optimizing the
business process of a company improves its performance.
References
•
Case Study report.
•
https://www.coursehero.com/file/p3a41qa/Business-Process-ManagementThe-first-conclusion-is-that-business-process/#:~:text=See%20Page%201,Business%20Process%20Management%20The%20first%20conclusion%20is%20that
%20business%20process,to%20changes%20in%20the%20environment.&text=Theref
ore%2C%20the%20following%20offers%20the,solution%20to%20the%20BPM%20
problems.
•
https://kissflow.com/workflow/bpm/business-process-management-overview/
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