Cis 510 Chapter 5

Front 1

Silos

Back 1

Self-contained functional units that: Optimize expertise and training, avoid redundancy in expertise, are easier to benchmark, utilize bodies of knowledge created for each function, make easier to understand the role of each

Front 2

Disadvantages of Silo

Back 2

significant sub optimization, communication gaps are wide, hand-offs are problem sources, each group is primarily concerned with its own obj. , Stakeholders are not well served

Front 3

Process Perspective

Back 3

Allows manager to concentrate on the work that must b done to ensure optimal creation of value. Avoid or reduce duplicate work, facilitate cross-functional communication

Front 4

Process

Back 4

an interrelated, sequential set of activities and tasks that turn inputs into outputs and have: Beginning and end, inputs and outputs, a set of tasks, a set of metrics for measuring effectiveness

Front 5

Workflow

Back 5

a sequence of activities that take place in a process

Front 6

Metrics

Back 6

measure effectiveness help to focus managers on the critical dimensions of the process

Front 7

Cross functional teams

Back 7

enable information sharing among everyone who needs to know

Front 8

Dynamic Business processes

Back 8

processes that iterate through a constant renewal cycle of design, deliver, evaluate, and redesign.

Front 9

Agile processes

Back 9

designed with the intention of simplifying redesign and reconfiguration. Flexible and easily adaptable to changes in the business environ. Reconfig themselves as they learn. as more of the process is done with software it is easier to change and more likely to be agile or dynamic

Front 10

Dynamic IT applications

Back 10

required for dynamic business processes.

Front 11

Operational efficiency

Back 11

Agile and dynamic business processes enable this through incremental and quick, game changing innovative processes

Front 12

Radical process redesign ( business process reengineering (BPR))

Back 12

Includes Total Quality Management(TQM) (also Six Sigma) Incremental continuous process improvement

Front 13

incremntal changes

Back 13

choosing a business process to improve, choosing a metric by which to measure the process, enabling personnel to improve the process based on the metric

Front 14

Deming's 14 Points

Back 14

set of activities for increasing quality and improving productivity. Advocates small incremental changes

Front 15

Six Sigma

Back 15

an incremental approach to quality management. a data-driven approach and methodology for eliminating defects from a process. Promotes low rate of defects close to zero defects. The steps to follow are DMAIC and DMADV

Front 16

DMAIC

Back 16

Define, measure, analyze, improve, control. an improvement system for existing failing processes

Front 17

DMADV

Back 17

Define, measure, analyze, design, verify. an improvement system used to develop new processes or products at six sigma quality levels both are carried out by experts known as Green Belts. Black belts are more experi.

Front 18

Radical Change

Back 18

appropriate for addressing cross-functional processes. helps attain aggressive improvement goals. Faces greater internal resistance compared to incremental change. requires careful planning. only when major change needed

Front 19

Key aspects of radical change approaches

Back 19

Thinking from a cross-functional process perspective. Challenging old assumptions. networked (cross-func.) organizing. Empowerment of individuals in the process. Measurement of success via metrics tied to business goals

Front 20

Workflow

Back 20

way to loo at a cross-functional process. a series of connected tasks and activities done by people and computers to form a business process. Includes software that document and automate processes. creates a digital workflow diagram

Front 21

Business process management (BPM)

Back 21

a well defined and optimized set of IT processes, tools, and skills that are a way to build, execute, and monitor automated processes that span organ boundaries. goes outside to manage across processes

Front 22

Enterprise applications

Back 22

include ERP, CRM, and financial software

Front 23

Enterprise systems

Back 23

a set of IS tools used to enable information flow within and between processes across an organization. ensure integrations and coordination across functions such as accounting, production, customer management and supplier management

Front 24

Enterprise Resource Planning (ERP)

Back 24

SAP and ORacle. Desinged to help large companies manage the fragmentation of information stored in hundreds of individual desktop etc... makes company info available to all depts.

Front 25

ERP II

Back 25

makes company immediately available to external stakeholders. enables e-business by integrating business processes with enterprise and trading partners. integrating the cloud

Front 26

Characteristics of ERP

Back 26

Require longterm relationships with software vendors. have complex systems that must be modified on continual basis to meet org. needs. integrated with existing hardware, OSs, databases and telecom.

Front 27

Customer relationship management (CRM)

Back 27

a set of software programs that support management activities performed to obtain, enhance relationships with, and retain customers. Can lead to better customer service better call centers, etc... examples: SAP, Oracle and salesforce.com. Social IT is integrated increasingly with

Front 28

Supply chain management (SCM)

Back 28

web-based technology that allows the supply chains of a company's customers and suppliers to be linked through a single network that optimizes costs and opportunities for all companies in the supply chain

Front 29

Integrated supply chains challenges

Back 29

must agree on type of information to share, format of that information, technological standards they will both use share the information. security they will use to ensure that only authorized partners access the infoamtion

Front 30

Synchronized planning

Back 30

joint design of planning, forecasting, and replensihment

Front 31

Workflow coordination

Back 31

the coordination, integration, and automation of critical business processes between partners

Front 32

Demand-driven supply networks

Back 32

next step for companies with highly-evolved supply chain capabilities. integrated supply chains are global in nature

Front 33

Product lifecycle management (PLM)

Back 33

systems automate the steps of product lifecycle starting with idea ending with end of life. includes innovation activities, new product devel. management design and product compliance

Front 34

Middleware

Back 34

software used to connect processes running on one or more computers across a network