Business Process Analytics and Change

This article discusses the use of Business Process Management (BPM) in healthcare organizations to improve efficiency and quality of services. It covers the use of Porter's Five Forces Model and Capability Maturity Model (CMM) in assessing process performance and maturity, as well as strategic alignment, governance, information technology, people, and culture. The article also includes a case study on Ballarat dentistry and the use of BPM to reduce the cost of patient care and improve service delivery. The article concludes with a discussion on APQC process model and BPMS architecture.

Running head: BUSINESS PROCESS ANALYTICS AND CHANGE 1
Business Process Analytics and Change
Name
Institution

BUSINESS PROCESS ANALYTICS AND CHANGE 2
EXECUTIVE SUMMARY
In the competitive world of business, there is no doubt the urge by many firms to maintain a
certain level of consistency particularly regarding their services provided on a daily basis.
Apparently, various firms implement strategies that are likely to suit their level of operation to
make sure they take advantage of any arising opportunity for improvement. In this light,
Business Process Management (BPM) is an important part and tool that is used in overseeing
how a business is performed by a certain firm. Improvement in this perspective may mean all
different things depending on the overall objectives of a company. Some of the improvements
that a company may want to make in its operational structures include reducing the overall cost
of operation, reducing the execution time of a particular task, and minimizing the errors
regarding their daily operation. To make this objective a reality, Ballarat intends to use the
porter’s method and the capability maturity model (CMM).

BUSINESS PROCESS ANALYTICS AND CHANGE 3
Table of Contents
EXECUTIVE SUMMARY....................................................................................................................2
INTRODUCTION..............................................................................................................................4
Business Process Modelling Report for Ballarat Hospital...........................................................4
Porter’s Five Forces Model (process categorization)..................................................................5
Capability Maturity.....................................................................................................................6
Strategic Alignment................................................................................................................6
Governance............................................................................................................................7
Information Technology..........................................................................................................7
People.....................................................................................................................................7
Culture....................................................................................................................................7
Application of the Maturity Model in Ballarat Dentistry.............................................................8
Case Function Matrix..................................................................................................................8
Steps To Prepare a Case Function...........................................................................................9
APQC Process Model...............................................................................................................12
7PGM discussion.......................................................................................................................12
BPMS architecture....................................................................................................................12
CONCLUSION................................................................................................................................14
References....................................................................................................................................15

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INTRODUCTION
In essence, for a decade now Ballarat has been known to be providing general dental services,
orthodontic and cosmetic dentistry services. Apparently, given its geographic location and the
kind of services that have been available at the institution, patients have been traveling from all
around Ballarat and its outlying localities with an aim of receiving treatment. Noteworthy, this
group of professionals is responsible for providing services to both ongoing as well as the new
patients.
In recent years, the main target of many healthcare facilities have been to optimize its
resources and improve their efficiency and quality in services provision apparently, it is clear
that many of this objectives have become an essential goal particularly in the viewpoint of a
rather limited of various health facilities in adopting information technology (IT) due to the level
of complexity involved in such firms as well as their fragmented internal structures. In other
words, many healthcare organizations have found themselves being managed by a rather single
entity which uses ad-hoc solution system (Kyriakides et al., 2017). With the above-named health
care organization, we hypothesize that by the use of the BPM technique, the coordination of
workers would improve and therefore lesser time would be used to serve the patient.
Business Process Modelling Report for Ballarat Hospital
The main aim of this work was to come up with a defined clinical pathway as a complete process
by the use of Ballarat dentistry as the center case study (Kyriakides et al., 2017). This process is
arrived at due to its viability to monitor particular characteristics by the use of various
parameters. This work, therefore, sorts to have a clear view of the dentistry process that is
deemed complex and therefore manages each case carefully with an aim of fastening the services
delivery and improving the quality of services. Additionally, it sorts to reduce the cost of patient

BUSINESS PROCESS ANALYTICS AND CHANGE 5
care without reducing the quality of services. This process will sit by examining the current
performance of the clinic and then assess the maturity of the BPM. It is not clear whether BPM
had already been used in the Ballarat care. The overall performance of the Ballarat clinic has
been wanting particularly in relation to time wasting. Therefore, BPM is used to try and make
sure that all the process are done as smooth as possible maintaining the overall protocols of the
hospital and improving the services provided. The applied process categorization will be the
porter.
Porter’s Five Forces Model (process categorization)
In essence, Porter's five models is a procedural process that identifies and then analyzes the main
five competitive forces that shape a particular industrial operation and therefore assist in
identifying the overall weakness as well as the strength of that firm. Ballarat dentistry applies
this model in improving its performance on a scale of a service delivery within the shortest time
possible and aims at reducing its cost of patient care without reducing the quality of care
(Kyriakides et al., 2017). The main attributes or rather components of Porter's five model are
competition in the industry, the potential of new entrants into the industry, power of suppliers,
the power of customers, and the threat of substitute products.
Develop
solution
footprint &
implementatio
n plan
Assess
process
performance
& BPM
maturity
Identify
benefit
drivers &
calculate
ROI

BUSINESS PROCESS ANALYTICS AND CHANGE 6
Capability Maturity
After understanding the kind of process that is used by the Ballarat clinic, it would be important
to consider the capability assessment of the identified process. Beyond the vastly known
computer software applicability, CMM has no doubt been adapted to the development of many
products that need repeatable decision-making; risk as well as mitigation techniques such the
medical devices and the business development practices (Shmueli et al., 2017).
Strategic Alignment
In essence, this is the continued strong connection of the Ballarat clinic particularly to its
priorities as well as the enterprises, therefore, allowing it to achieve its overall goals. In this light,
for the clinic to achieve its goal of reducing the cost of provision of medical care to its patients, it
must a proper strategic alignment at all time of service delivery.
BPM
Maturity
Methods
Governance People
Information
technology
Strategic
alignment
Culture

BUSINESS PROCESS ANALYTICS AND CHANGE 7
Governance
To overcome all barriers in the process of achieving the hospital has to set aside a good layout of
the governance protocols that would support the execution of rather consistent process actions in
as far as the information technology is concerned (Seddon et al., 2017).
Information Technology
In the company, it is clear that there are various usages of the processes such as entering the
patient's information in the clinic database. In this light, information technology becomes an
important facet of the healthcare industry. To be precise the term information technology is no
doubt the representation of the software, hardware, and the information management system that
allows as well as supports the whole process in the clinical database procedures (Vasarhelyi,
Alles, & Kogan, 2018).
People
For a proper assessment of the capability maturity plan, there have to be those credible people
who are responsible for enhancing and applying the overall skills and knowledge. This is
important as the various decision in the clinic has to be made and then executed on the interest of
the patient keeping in mind that quality services have to be the main aim of the firm.
Culture
The overall and collective values that shape the collaborative of a capability maturity is the
attitude as well as the behavior involved in a particular service delivery. In essence, Ballarat
Company is no doubt a resemblance of a quality delivery organization yet it has to reduce the

BUSINESS PROCESS ANALYTICS AND CHANGE 8
cost of patient care and make sure that patients are served in the short time possible(Wang et al.,
2016).
Application of the Maturity Model in Ballarat Dentistry
Health-related organizations and in particular the overall Hospital IS Management firms are on a
high alert in the application of the maturity model. In essence, this correlates with the fact that
the hospital industry is in recent times interwoven within the facet and the provision of the
information technology (Davenport & Harris, 2017). Apparently, the urge to use the electronic
systems in the modern age has become a necessity for the hospital department to apply the use of
information system to serve its customers in the simplest the fastest time possible.in regard to
this paper, the Ballarat dentistry has to improve its systems management procedure to make sure
that the patients are served in a shorter period compared to what they are used to on a daily basis
in the institution.
Case Function Matrix
Primarily this is the initial stage of the whole procedure of the BPM management system. The
overall selection of the right procedure is often necessary for developing the overall architecture.
In essence, one has to consider the base of the network. The identity case type, as well as the
identity feature studies, often lead to a particular current task of coming up with a model.
Essentially, the main sign ‘x’ in this context stands for the corresponding function that can be
performed for that specific type of procedure, in our case it may be either time factor or rather
the cost of patient care in the designated hospital. This matrix often shows the relationship
between particular distinct case types.
Case Function Matrix

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To perform this procedure, one has to first identify the processes in the case function matrix.
This can be either patient care cost or the time of the service provider to the clients.
Steps To Prepare a Case Function
a case function is an overall process in which one is allowed to display a particular output based
on a set of given parameters being met. For instance, if there are given data in our case we have
the prices for specific services in the Ballarat hospital
General dental Orthodontic Cosmetic
dentistry
Comprehensive
exam
$150 $150 $150
Findings consult $100 $120 $120
Initial and follow
up treatment
Capped at $2500 Capped at $600 Capped at $6000
Maintenance
treatment
$100 $120 $120
X-rays Capped at $500

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Step 1: Identify the Case Function/type
In this step, a classification of case types is created for a particular organization. Apparently, this
is often done by selecting the case properties that is to be used for a particular classification the
main purpose being to identify the different classes in a certain dimension of processor
architecture. Primarily, a classification of the type of a particular case a firm handles can be
developed using any number of properties. Some of the main properties that are used for this
purpose include;
 Product type
 Service type
 Chanel; and
 Customer type
Essentially, the product type is used to identify a certain type of product that is handled by a
firm. Apparently, this can be in the form of hierarchically decomposed. For instance, a set of
insurance companies are charged with handling the risk as well as the life insurance products.
The channel, in this case, represents the path in which a firm contact its clients. For instance, one
can decide to use face-face, over the counter or rater through telephone or even internet to
communicate with its customers. The customer type stands for the type of clients that
organization deals with. For instance, airline industry identifies its client as either frequent flyers
or rather the regular flyers.
Step 2: Identify Function for Case Types
In kind of classification is then developed in this step which has to be of a business function
which is often carried out in a different case type. In this step requires that each of the cases
types are examined in details as well as each case type (Polyvyanyy et al., 2017). The main

BUSINESS PROCESS ANALYTICS AND CHANGE 11
person that has to be performed in this case is as well identified. An example of a model that can
be used for this work is the APQC reference model (APQC).
Step 3: Construct One or More Case/Function
The first step on this stage often leads someone to a matrix containing varied case types in the
form of columns and different function as rows (Leung & Chung, 2017). Essentially, a particular
cell in the matrix is assumed to contain ‘x’ in case the corresponding functions can be performed
as well for the remaining corresponding cases types. For instance,
General dental Orthodontic Cosmetic dentistry
x x X Comprehensive
exam
x x X Findings consult
x Initial and follow up
treatment
Step 4: Identify the Process
In this step, the combination of the business functions as well as the case types from the entire
business process. Notably, to come up with these arguments, one has to find a tradeoff between
the two main extremes. This has to be one in which the entire matrix forms the extremes while
the other one which each particular cross the matrix in the selected matrix forms the whole
process.

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APQC Process Model
In essence, APQC is considered as the leading authority particularly in benchmarking, best
practices, process, and performance improvement and the overall acknowledgment by a
management. This model is created as a framework and a universal standard which is to be
customized so that it can be used in various organizations. In this sense, this set of the framework
is designed to process within a particular organization and the process is only shared within that
firm only.
7PGM discussion
Primarily, this is a tool or rather instrument that is used to draw mappings of different colors and
is useful in the BPM management service production. It is used I drawing the BPM architecture.
BPMS architecture
This is a design on which different components of software tools which is assumed to work
together to provide a BPMS environment so that it can fit all together.

BUSINESS PROCESS ANALYTICS AND CHANGE 13
This process often brings together ebXML, Web Services, PML and therefore defines the role of
each component and their responsibilities yet showing how they fit into the overall information
technology.

BUSINESS PROCESS ANALYTICS AND CHANGE 14
CONCLUSION
In the nutshell, it is clear that in the ever increasing technological advancement, various
businesses particularly the health industry would be on a high to utilize information technology
to enhance its performance and reduce its cost of services. In this work, it focuses on the quality
improvement and performance enhancement by the used of bpm management strategy. This was
imminent to given the need for performance in the Ballarat dentistry where although the quality
was being offered, it was done on the expenses of the cost of patient care and time.

BUSINESS PROCESS ANALYTICS AND CHANGE 15
References
Davenport, T., & Harris, J. (2017). Competing on Analytics: Updated, with a New Introduction:
The New Science of Winning. Harvard Business Press.
Kyriakides, L., Georgiou, M. P., Creemers, B. P., Panayiotou, A., & Reynolds, D. (2017). The
impact of national educational policies on student achievement: a European study. School
Effectiveness and School Improvement, 1-33.
Leung, D. Y., & Chung, B. P. (2017). Content Analysis: Using Critical Realism to Extend Its
Utility. Handbook of Research Methods in Health Social Sciences, 1-15.
Polyvyanyy, A., Ouyang, C., Barros, A., & van der Aalst, W. M. (2017). Process querying:
Enabling business intelligence through query-based process analytics. Decision Support
Systems, 100, 41-56.
Seddon, P. B., Constantinidis, D., Tamm, T., & Dod, H. (2017). How does business analytics
contribute to business value?. Information Systems Journal, 27(3), 237-269.
Shmueli, G., Bruce, P. C., Yahav, I., Patel, N. R., & Lichtendahl Jr, K. C. (2017). Data Mining
for Business Analytics: Concepts, Techniques, and Applications in R. John Wiley & Sons.
Vasarhelyi, M. A., Alles, M. G., & Kogan, A. (2018). Principles of analytic monitoring for
continuous assurance. In Continuous Auditing: Theory and Application (pp. 191-217).
Emerald Publishing Limited.
Wang, Y., Kung, L., Wang, W. Y. C., & Cegielski, C. G. (2018). An integrated big data
analytics-enabled transformation model: Application to health care. Information &
Management, 55(1), 64-79.

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