1. Operations and practice workflow

2. INTRO

3. Growth: Top on Mind of CEOs Source: Economist Intelligence Unit Survey – CEO Briefing – Corporate Priorities for 2006 and beyond

5. New Business Model “Strategy to Execution” Gap Customers /Employees / Partners IT Implementation Cost Time

8. What is Business Operation Modeling Understand the Current Situation -gather info 1st

11. Interviews

12. Survey

13. Document Review

14. Observation

15. BrainstormingO.B.S.I.D.

17. Before

18. Identify the Objectives

19. Schedule the Interview earlier

20. Identify the position & responsibilities of interviewees

21. During

22. Explain the objectives of interview

23. Record / Take notes during the interview

24. Don’t take more than 1 hour

25. After

26. Document all the relevant points that were gathered

27. Send the documentation to interviewee

29. Before

30. Prepare the questionnaire

31. Identify respondents

32. During

33. Explain the objectives of this survey

34. Distribute the questionnaire

35. After

37. Before

38. Collect the following documents: Forms, Guidelines, Standard of Procedures (SOP), Rules, Policies…etc.

39. During

40. Analyze the documents and gather the facts

41. After

43. Before

44. Identify the user areas and processes to be observed

45. Obtain the proper management approval to carry out the observation

46. Obtain the names and titles of the key people that involved in the observation

47. Explain the purpose of the study

48. During

49. Familiarize yourself with the workplace being observed

50. Not the current organizational groupings

51. Observe the current manual and facilities in use.

52. Get the frequencies of each job duty.

53. Don’t comment on customer’s mode of operation currently

54. Observe the normal business operations & exceptions

55. Thanks people after the observations are completed

56. After

57. Document the results

58. Consolidate the results

60. Before

61. Identify the objectives of brain storming meetings

62. Schedule the meeting and invite the relative persons

63. Prepare all the documentations for discussion

64. During

65. Explain the objectives of this meeting

66. Show & explain all the documents we have

67. Hold the meeting and don’t lose the focus

68. After

69. Document the results

70. Consolidate the results

72. Traditional Flow Chart

73. Total Quality Management (TQM) Diagram

74. Process Workflow Diagram

75. Data Flow Diagram (DFD)

77. Business Use Cases Diagram

81. People (Customer, Staff)

82. Group of People (Organization)

83. Things (Objects, Forms, Facilities)

84. Process

85. How to model

86. People : Customer  Business Actor

87. People : Staff  Business Worker

88. Group  Organization Unit

89. Things  Business Entity

91. Present the Big Picture of workflow

92. Divide the workflow as smaller units(Divide & Conquer Technique)

94. “Mr. Delay Optical Company”

95. Core Business

96. Sells glasses/CL/Solutions/etc

97. Problems

98. Lack of better & faster way to accept the requests from customers, dispatch tasks, and monitor the status

99. Expectations

101. Customer will call/enquire Project Manager* (or other staff – thn it must be reportedbck/ company must have feedback mechanism between staffs)for new serv/products

102. Project Manager will create the project, and the tasks list of the project.

103. Then project manager will schedule the tasks and assign proper workers to finish the tasks of project

104. The workers should report the status to project manager.

106. To detail the flow of one business use case

108. The model that illustrates meaningful concepts in a problem domain.

110. Provide a quick understand of the objects in the system

111. Note

112. Conceptual Model is a set of static structure diagrams in which no operations are defined

113. Conceptual Model is not formal constructive models

114. Conceptual Models can be done by Flow Analyst or System Analyst

116. Interview

117. Survey

118. Document Review

119. Observation

120. Brain Storming

121. Business Use Case Diagrams

122. The diagrams to divide the workflow as smaller units for better analysis

123. Activity Diagrams

124. The diagrams to detail the workflow of one use case

125. Conceptual Models

127. Conciliates the autonomy needed by the stores with HQ control

128. Enforces business processes compliance

130. Adv. Approval

131. Customer Claim

132. Sales Campaign

133. Customer Feedback

134. Product Divergence

135. Supplies Budget Change

137. Reimbursement

138. Cash Expenses

139. On Credit Expenses

140. Payment Requirement

141. Investment

143. Related Workflows

144. Travel

145. Reimbursement

146. Cash Expenses

147. On Credit Expenses

149. Communication between stores and HQ made fast and transparent

150. Task automation

151. Deadline control

152. Elimination of paper

153. Virtualization of work

155. Workflow enforces good practices and allows HQ supervision in near-real time

156. Related Workflows

157. Goods Price Change

158. Product Divergence

160. Workflow assures customer response in a structured and timely way

161. Improves the corporate image

162. Related Workflows

163. Customer Claim

166. Fragmented data

167. Inflexible architecture

168. Business process change takes years

170. Example: automatedcustomerorder/request

172. Captures events to trigger workflows

174. Complexity hidden from final user

175. Essential to improve decision-making tasks

177. Great benefits when process is redesigned

178. Workflow delivers a complete, scalable environment to build and run workflow