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1. 2. 3. 4.
Deterministic Machines Complex Dynamic Systems Interacting Feedback Loops Social Constructs
Deterministic Machines
Traced to the Taylors Scientific Management. Regards Business process as a fixed sequence of well defined activities or tasks performed by Human Machines that convert inputs into outputs in order to accomplish clear objectives. BP is unquestioned and its design is analogous to a technical engineering activity. Emphasizes structure (tasks, activities and areas of responsibility), procedures (constraints and rules of the work to be performed), and goals (nature of the OP to be obtained)of the business process being designed. Criterion of good process design is efficiency in the use of money, resources and time subject to the constraint of satisfying customers needs.
Deterministic Machines
IT plays an important role in this perspective- automating, coordinating and supporting the re-engineered process.
Ex: Stable Manufacturing-type environments( order fulfillment and fast-food processes) Bureaucratic, paper-based processes found in some service environments (credit application and back office processes). Davenport and Short support Mechanistic View. Hammer and Champy, Armistead and Rowland and Kock and McQueen highlighted customer orientation and cross-functional activity.
STATIC BPM:
Stress is on Mapping and documenting the flow of items , the activities, their logical dependency and the resources needed.
IDEF HISTORY
During the 1970s, the U.S. Air Force Program for Integrated Computer Aided Manufacturing (ICAM) sought to increase manufacturing productivity through systematic application of computer technology. The ICAM program identified the need for better analysis and communication techniques for people involved in improving manufacturing productivity. As a result, in 1981 the ICAM program developed a series of techniques known as the IDEF (ICAM Definition) techniques which included the following: IDEF1, used to produce an "information model". An information model represents the structure and semantics of information within the modeled system or subject area. IDEF2, used to produce a "dynamics model". A dynamics model represents the time-varying behavioral characteristics of the modeled system or subject area.
Example of an IDEF0 diagram: A function model of the process of "Maintain Reparable Spares".
IDEF0
IDEF3
EPC
EPC
RIVA APPROACH - RAD With its roots in business theory, rather than software development, the Riva method has gained a reputation for addressing the business aspects of processes in a way that is accessible by the everyday user, whilst giving the analyst powerful tools for understanding, change and design. Riva starts with a powerful and fast technique for preparing a process architecture of the organization, showing exactly what processes there are and how they interact.
RIVA APPROACH - RAD The architecture is derived from an understanding of what business the organization is in, rather than its current structure or culture. Once this architecture is understood, individual processes can be examined in their own process models and organizational and cultural issues can be addressed. Riva provides the analyst with the intellectual machinery necessary for working with processes much more than just a way of drawing pictures.
RAD
EVENT
ACTIVITY
GATEWAY
CONNECTIONS
SWIM LANES
ANNOTATION
GROUPS
DATA OBJECTS
BPMN
BPMN
BPMN
BPMN
1. Assumptions that the business processes can only be designed in rational and technical terms. Neglects the human and organizational issues. 2. Assumption that business processes are assumed static. Ignores the dynamic behavior due to resource competition, interactions or other sources of uncertainty.
"A system that can be analyzed into many components having relatively many relations among them, so that the behavior of each component depends on the behavior of others. -Herbert Simon "A system that involves numerous interacting agents whose aggregate behaviors are to be understood. Such aggregate activity is nonlinear, hence it cannot simply be derived from summation of individual components behavior. -Jerome Singer
Most operational models are dynamic, stochastic (random), and discrete will be called discrete-event simulation models
Problem Formulation
Verified?
No
Validated?
Data collection
Yes
No
Implementation
PETRI NETS
Petri net is primarily used for studying the dynamic concurrent behavior of network-based systems where there is a discrete flow. Petri Net: An algebraic structure with two sets, one called places and the other called transitions, together with their associated relations and functions, and named after their inventor, Carl Adam Petri. Petri net consist two types of nodes: places and transitions. And arc exists only from a place to a transition or from a transition to a place. A place may have zero or more tokens. Graphically, places, transitions, arcs, and tokens are represented respectively by: circles, bars, arrows, and dots. Place/Transition Net: A Petri net comprising a net graph with positive integers associated with arcs and an initial marking function which associates a natural number of simple tokens (black dots) with places.
Basics of Petri Nets -continued Below is an example Petri net with two places and one transaction. Transition node is ready to fire if and only if there is at least one token at each of its input places. State transition of form (1, 0) (0, 1) p1 : input place p2: output place
p1
t1
p2
Take order
Take order
wait
Order taken
wait
An agent-based model (ABM) (also sometimes related to the term multi-agent system or multi-agent simulation) is a class of computational models for simulating the actions and interactions of autonomous agents (both individual or collective entities such as organizations or groups) with a view to assessing their effects on the system as a whole. It combines elements of game theory, complex systems, emergence, computational sociology, multi-agent systems, and evolutionary programming. Monte Carlo Methods are used to introduce randomness. ABMs are also called individual-based models.
Difficulties
Lead to neglect of social-political dimensions of a business process since there is an implied belief that a business process can only be approached in logical and rational terms. Human aspect is only regarded as relevant as a resource for executing tasks. The time and skills required to build dynamic computer models of simple systems may not add any value over simple flowcharts or spreadsheets. It involves huge costs. Ignores the feedback loops that may determine the behavior of many real-world-business processes. Nevertheless, this viewpoint reminds us that different subsystems of a business process interact to produce complex dynamic behavior.
System dynamics
System dynamics is a computer-aided approach to policy analysis and design. It applies to dynamic problems arising in complex social, managerial, economic, or ecological systems -- literally any dynamic systems characterized by interdependence, mutual interaction, information feedback, and circular causality. The field developed initially from the work of Jay W. Forrester. His seminal book Industrial Dynamics (Forrester 1961) is still a significant statement of philosophy and methodology in the field. Within ten years of its publication, the span of applications grew from corporate and industrial problems to include the management of research and development, urban stagnation and decay, commodity cycles, and the dynamics of growth in a finite world. It is now applied in economics, public policy, environmental studies, defense, theory-building in social science, and other areas, as well as its home field, management. The name industrial dynamics no longer does justice to the breadth of the field, so it has become generalized to system dynamics. The modern name suggests links to other systems methodologies, but the links are weak and misleading. System dynamics emerges out of servomechanisms engineering, not general systems theory or cybernetics (Richardson 1991).
System Dynamics
The system dynamics approach involves: Defining problems dynamically, in terms of graphs over time. Striving for an endogenous, behavioral view of the significant dynamics of a system, a focus inward on the characteristics of a system that themselves generate or exacerbate the perceived problem. Thinking of all concepts in the real system as continuous quantities interconnected in loops of information feedback and circular causality. Identifying independent stocks or accumulations (levels) in the system and their inflows and outflows (rates). Formulating a behavioral model capable of reproducing, by itself, the dynamic problem of concern. The model is usually a computer simulation model expressed in nonlinear equations, but is occasionally left unquantified as a diagram capturing the stock-and-flow/causal feedback structure of the system. Deriving understandings and applicable policy insights from the resulting model. Implementing changes resulting from model-based understandings and insights.
System dynamics
System dynamics
Difficulties
Lead risk of considering the human actor as only an instrument to be controlled or as an instrument exercising control. Easy to know but impossible to apply.
System dynamics
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The view of a business process as a social construct ts well with strategic, less tangible processes, in which human activity is the major driver, such as health, social and educational services.
Advantages
Satisfaction Growth of Knowledge Solidarity to the Company Demanding Jobs Authority
Reduce Organizational Complexity Offers an Alternative Perspective Link Functional Areas
Disadvantages
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Re-Engineering Too Many Processes at Initial Stages Inadequate Training of Process Owners and Team Members Unclear Knowledge of RE-engineering Improper Monitoring of a ReEngineered Process Wastage of Time in Detail Process Analysis Fear of Failure Unfavourable Organizational Environment Delay in Showing Results Improper Appraisal system Inability to Quantify Improvement Complacency of Management Non-availability of Adequate Resources Limited Awareness amongst Employees Discontinuance of Re-Engineering after Achieving Benchmark. Resistance to the change