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The objective of the course is to familiarize students on the processes that can be automated to get business benefits. The course also highlights the trend in business automation over the years, criteria for taking decisions on automation of processes. The entry point for the course will be definition of process and measurements and exit point would be MIS. In order to improve productivity and reduce cost of operations, many organizations automate their processes. The automation helps results in befits that have been strategically designed while formulating strategy. At the end of the course a participating student would have knowledge on (i) how to define process flow, (ii) decide automation strategy for these processes and (iii) calculate ROI for these automations.

Who should attend: - Students with any functional knowledge would benefit from this course.

2. Student Learning Outcomes

· Concepts related to Process Improvement Process (PIP) and Business Process Re-engineering (BPR)
· To understand different decision points for undertaking BPR
· To understand the critical factors that will determine automating the processes.
2. Required Text Books and Reading Material
a. Mohapatra Sanjay, ‘Business Process Automation- Principles and Practices’ – PHI, New Delhi, 2009.
b. August et. Al, Business Process Automation ARIS in practice, Springer, 2007.
c. Laguna & Markund, Business Process Modeling, Simulation and Design – Pearson, 2011.
d. CASES ON INFORMATION TECHNOLOGY AND BUSINESS PROCESS REENGINEERING, Ed: 1, Author: KHOSROW PAUR MEHDI, HERSHEY, IDEA GROUP, 2006, Call No: 658.58 KHO

4. Tentative Session Plan

Sessions	Contents	Reading Materials/ Cases / Handouts	Groups
1-2	Introduction to course	SBI DD Case
3	Concepts in BPM	Chapter One slides from Laguna
4	Triggers for BPM & Process Maturity	Chapter 4 from the book by Sanjay Mohapatra
5	Process Lifecycle and management	Singapore case in healthcare/ Kalnga Hos[ital Reading: Learning from BPM – Sun corporation
6	Process Implementation	BPM Case on loan processing in a bank CMMi implementation, SPC in process management, Infosys & Polaris examples, measuring capability of the processes
7	BPM Case study and wrap up on BPM	BPM Case on clinical trials; reading material : BPM Case Study reading material
8	Business Process Modelling workshop	Demo session
9,10,11,12	Business Process Modelling workshop	Process Maker tool
13	Introduction to BPR	Slides, Videos
13	Business Process Reengineering	Quest Food Case
14	Business Process Reengineering	BPR readiness framework from Anupam Choudhiry/ Tesla Case Study from Forbes India	A1, B1, C1
15	Business Process Reengineering	Tesla Case from Forbes India	A2, B2, C2
16	Business Process Reengineering	BPRA Case UP Housing Board	A3, B3, C3
17	Business Process Reengineering	BPRA Case Re-engineering and restructuring at Canon IBS Case study	A4, B4, C4
18	Business Process Reengineering	BPRA Case Wissel: Re-engineering the selling process in a showroom: Chapter IX by Cmkovic, Petkovic, & Janicijevic selling process	A5, B5, C5
19	Business Process Reengineering	BPRA Case Accenture Consilium	A6, B6, C6
20	Business Process Reengineering Implementation – what is not BPR?	Case – Mahindra - IBS Case Study	A7, B7, C7
21	Restructuring vs Reengineering vs Turn Around concepts	Case Study: Tennesse Case	A8, B8, C8
22	BPR	Case study : Ford Motors	A9, B9, C9
23	BPRA and TQM BPRA and Malcom Baldrige

5. Evaluation
End term – 40%
Class Presentations – 15% (Group)
Q&A – 5%
Quiz 1 – 10%
Quiz 2 – 10%
BPM Workshop - 20% (Individual)

6. Academic Integrity

All decisions related to integrity issues will be decided as per the manual of policy.

Created By: Alora Kar on 08/11/2020 at 01:53 PM
Category: BM 19-21 T-V Doctype: Document