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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
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	Guest Lecture by Anupam Choudhury, Delloit, Hyderabad	BPR readiness framework/ Tesla Case Study from Forbes India
14	Business Process Reengineering	Introduction to Business process Re-engineering slides
15	Business Process Reengineering	Case study: Consilium Accenture case study
16	Business Process Reengineering	BPRA Case No. 1: Quest Food Asia Pacific and the CRM initiative
17	Business Process Reengineering	BPRA Case No. 2: Re-engineering and restructuring at Canon IBS Case study
18	Business Process Reengineering	BPRA Case no. 3 : Pro-clean, Tennessee
19	Business Process Reengineering Implementation – what is not BPR?	BPRA Case no. 4 : Re-engineering the selling process in a showroom: Chapter IX by Cmkovic, Petkovic, & Janicijevic
20	Restructuring vs Reengineering vs Turn Around concepts	Case – Xerox Turnaround Strategy - IBS Case Study
21	BPR	Case Study: Mahindra Scorpio from IBS Case Study
22	BPRA and TQM BPRA and Malcom Baldrige	Case study : Competitive strategy for a market leader IBS Case study

5. Evaluation

End term – 40%

Class Presentations – 20% (Group)

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: Debasis Mohanty on 02/22/2016 at 10:47 AM
Category: BM-II 2015-17 T-V Doctype: Document