CHAPTER 1

Q.1) Consider the following process for admission of graduate students at a university.
With respect to the above process, consider the following questions: (page 4-5)
a) Who are the actors in this process?
Ans. Admission officer, applicant, academic, academic recognition agency and academic
committee. The admissions office as an organizational unit can also be recognized as a separate
actor.
b) Which actors can be considered to be the customer (or customers) in this process?
Ans. The applicant.
c) What value does the process deliver to its customer?
Ans. Value deliver to its applicant is
 Assessment of application
 Subsequent decision to accept or reject
In this case , the process delivers value both if the applicant is accepted or rejected, provided
that the application is processed in due order . Another viewpoint would be to say that the
process only gives value to applicant only if the applicant is accepted, and not gives value if
applicant is rejected. Argument can be put forward in favour of either of these two viewpoints.

d) What are the possible outcomes of this process?

Ans. Possible outcomes of the process are as follows
 Applicant rejected due to incomplete documents
 Applicant rejected due to English language test results.
 Applicant rejected due to academic committee decision.
 Applicant rejected due to assessment of academic recognition agency.
 Or Applicant accepted.
  Other analysis would take other possible outcomes such as application withdrawn by
applicant or applicant conditionally accepted subject to providing additional
documents.

2 ) Consider again the student admission process described in question no 1 . Taking the
perspective of the customer, think of at least two issues that the process might have.
(page no 19)
ANS.
 Long execution times.
 Inconvenience of gathering and submitting all required documents.
 Mishandled applications due to handovers of paper documents between
process participants.

CHAPTER 2

1) Consider the case of a bank and the classification criteria product type, service type,
channel, and customer type. In how far are these criteria related to each other?
Ans. Many banks distinguish different type of customers, and use this distinction for defining
product and services types for them as much as channels. For instance, a retail bank customer
is typically characterized by a low to average income who requires transaction services and
products for building up wealth. Often banks try to serve these customers via standardized
channels like telephone and internet in order to limit transaction costs. On the other hand,
private customer are typically have high income. Banks invest much more into personal advice
and consulting of these customers and in offering individual packages of products and services.
Such strategic consideration as of those a bank have different classification criteria are often
correlated.

2) Discuss in how far order management might be sequentially related to booking, billing,
shipment and delivery.

Ans. Order management is not sequentially related to any of these. Booking, billing, shipment
and delivery are all sub-processes of order management. So it is difficult to indicate that all
these sub processes follow up on order management, rather they are subsumed by the process.
3) What are the potential drivers for the described investment firm to identify a large
number of processes?
Ans. The description of the investment firm points at large financial holdings, which may be
related to the employment of many different products (investment instruments) for many
different customers, both private and institutional. Both of these dimensions, products and
customers, may drive the firm to identify different processes that cater for these. In addition,
the description of the firm also mentions accountability for many financial organizations, there
are strict requirement on how they must manage and disclose their operations, as imposed on
them by regulatory agencies. This too may be a driver for identification of many different
processes.