Business Process Strategy, Performance, and Analysis E-Portfolio

This e-portfolio project delves into the core concepts of Business Process Strategy and Management (BPSM) and Business Process Performance Management (BPPM). It examines how organizations adapt their structures, processes, and strategies to achieve market success, focusing on strategic choice, continuous improvement, and the adoption of business process management. The project explores organizational design, managerial solutions, and challenges, emphasizing the importance of aligning organizational structures with BPM principles. It also covers business performance management cycles, business process re-engineering, and BPM for interoperability. Furthermore, it addresses market value chain analysis, capabilities perspectives on organizational performance, and process analysis and modeling, including process flow problems and solutions. The e-portfolio incorporates various references to support the arguments and findings of the project.

1
BUSINESS PROCESS STRATEGY
E portfolio 1: Business Process Strategy & Organizational Processes and Structure
Process and Strategic Development
An enterprise place itself in a certain market by market choice like whether to business in the
luxury or cheap market. This type of choice depends on the organizational structure, market
value chain. Second, continuous improvement including a method of recognition Customers,
supplier and stakeholders responses would be identified and end to end environment of process
would simplify.
This paper was necessary to understand the efficient approach among many depends on different
individuals. There are many dissimilar methodologies to strategic management. Among them
two approaches is highly relevant to the business process management. Firstly, the symbolization
of strategic trade-offs that deals with the one entity that cannot do everything (Becker, Kugeler
and Rosemann 2013).

Strategy
Development
EQA Self-
Assessment
Scorecard
Objectives
5 Year
Plans
&
QPB
Operations
Review
Key
Processes
Achieve
Focus on
Critical
Processes
Review
Effectiveness
of Approach Feedback Loop
E-Portfolio 2 Week 7: BPPM & BPM
Source: (Becker, Kugeler and Rosemann 2013)
Businesses adoption of Structure, Process and Strategy
Business process adaption is difficult to characterize as the procedure is exceedingly complex
and unstable. It is thoroughly depend on strategic choice approach to deal with enterprises
(Chang 2016). Usually, strategic choice approach is incompletely inescapable by organization
conditions and the decisions made by authorities are fundamentally determinates of
organizational strategy and process.

E-Portfolio 2 Week 7: BPPM & BPM
Source: (Chang 2016)
This writing was chosen because it gives wide representation of business adaption cycle
including the issues shows up while executing new methodology, structure and process.
As indicated by them there are essentially three sorts of issue happens as The Entrepreneurial
Problem, The Engineering Problem that includes in formation of framework and managerial
issue.

E-Portfolio 2 Week 7: BPPM & BPM
Design of Organizational process structure
The period when organizations embraces Business process Management at a strategically state, it
has been essential for them to inspect their structure and form. The data associate organizational
design have producing results on matters such as level of organizational structure and business
unit size (Chong 2014).
This paper was chosen because it explains further the process that can be define as the series of
several processes or they may linked and strained into a process plot with some documentation
of core processes or key. This processes could refined to a system model for the business and
more developing process may require for this process. Organizational design must be addressed
for business process management to be centralized in an efficient way.
Source: (Chong 2014)
Managerial solutions and structural challenges

E-Portfolio 2 Week 7: BPPM & BPM
Christian Sandstorm is a post-doctoral expert at Chalmers University of Technology and the
Ratio Institute. His examination around on the troublesome properties of digitization, including
its outcomes on industrial dynamic and business model advancement (Leeflang, et al. 2014).
(Leeflang, et al. 2014).
This paper was important to incorporate as its gives an early consent that organizational model
are systematic firm boundaries and transcend.
Business model advancement confronting exclusively challenges on ultra-firm factors for
example, insight, capabilities and administration. This article gives open framework viewpoint
on associations and contends about limit spreading over and foundational nature of plan of action
Organizational structure as a determinant of exploitation

E-Portfolio 2 Week 7: BPPM & BPM
This article was picked because the clarification of the period when associations grasps Business
process Management at a deliberately state, it has been basic for them to examine their structure
and shape.
Source: (Edquist 2013)
The information relate organizational design has delivering some certain issues, for example,
business unit size and level of organizational structure. The procedure can be characterized as the
arrangement of a few procedures or they may stressed and link into a procedure plot with some
documentation of key or center procedures (Edquist 2013). This procedures could refined to a
framework show for the business and all the more forming procedure may require for this

E-Portfolio 2 Week 7: BPPM & BPM
process. Organizational design must be inclined with business process administration to be
incorporated in a proficient way.
Referance
Becker, J., Kugeler, M. and Rosemann, M. eds., 2013. Process management: a guide for the
design of business processes. Springer Science & Business Media.
Chang, J.F., 2016. Business process management systems: strategy and implementation. CRC
Press.
Chong, S., 2014. Business process management for SMEs: an exploratory study of
implementation factors for the Australian wine industry. Journal of Information Systems and
Small Business, 1(1-2), pp.41-58.
Edquist, C., 2013. Systems of innovation: technologies, institutions and organizations.
Routledge.
Leeflang, P.S., Verhoef, P.C., Dahlström, P. and Freundt, T., 2014. Challenges and solutions for
marketing in a digital era. European management journal, 32(1), pp.1-12.

E-Portfolio 2 Week 7: BPPM & BPM

E-Portfolio 2 Week 7: BPPM & BPM
ePortfolio 2 Week 7: Business Process Performance Management & Business Process
Management
Business Performance Management cycle
Performance management is a basic measure of using business process administration. Business
performance management is associates with self-evaluation identify with authoritative adequacy
models like EFQM system and the circulation of strategic objectives.
This article was chosen for a solo indication of business performance can be perilous if some
stakeholders has to be addressed. Business process management offers the measurement design
for this activities. Performance management focuses on, provide accurate picture of each
employee performance, measure and monitor results, identify the areas of poor performance and
support administrative decision making about terminations, rewards, promotions and
compensation (Van et al. 2016). It is also increases financial gain by reducing cost flow in
organization, supports the organization straightly behind the CEO’s objectives and reduce project
overruns.

E-Portfolio 2 Week 7: BPPM & BPM
Source:(Van 2016).
Business process re-engineering
The business process re-engineering has certain objectives to develop an effective and efficient
process across organization. It enables the analysis of business processes as of a clean state
viewpoint to conclude the best way to construct them. The business process reengineering
activated as reserved sector technique to assist the organization rethink the processes of the
work. Re-engineering enables the deployment, development of refined information networks and
systems. Leading enterprises utilizes this technology to sustenance advanced business process
rather sophisticated current ways.
Source: (Schmiedel Vom and Recker 2014)
BPM for interoperability

E-Portfolio 2 Week 7: BPPM & BPM
The merger of market places and nonexistence of pre-defined boundaries in enterprise process
modelling point up a vital factor for organizations to modify their business model (Hammer
2015). Enterprise modelling works as substitute for terminology for modify processes, systems,
documents and infrastructure in an organization.
This article was chosen for illustration of process modeling is extensively utilized within
businesses as a method to intensification knowledge and awareness of business developments
and to analyze organizational complication.
Utilizing the correct model associate into the account the purpose of the knowledge and
examination of the available process tools and techniques. The references amount on business
process modelling is enormous thus it is very time overwhelming to understand the concepts,
develop an overview.

E-Portfolio 2 Week 7: BPPM & BPM
Source: (Hammer 2015)
MARKET VALUE CHAIN
The emphasis on fundamental processes is dynamic to the accomplishment of the Business
process management. The marketplace value chain is associated with the value levels along with
value chain. For organizations the marketplace value chain is engaged to be the