Block 05 - Process Strategy

What does the output of process identification represent in business process management?

• A detailed financial analysis of the processes

• A process architecture, indicating the processes and their interrelations

• A list of potential risks and mitigation strategies for each process

• A timeline for the implementation of business processes

Why is it imperative for organizations engaged in BPM to focus their attention on a relevant subset of processes?

• To ensure that the organization can manage more processes simultaneously

• To guarantee that every process is equally prioritized

• To ensure investments in BPM pay off by focusing on key processes

• To comply with international BPM standards and regulations

How can strategy be operationalized so it can be used for process identification?

• By implementing a universal standard of process execution across all departments

• By ensuring all employees are trained in strategic management

• By investing in advanced technology for all business processes

• By defining business goals using the structure of a balanced scorecard

What are the four goals of the financial perspective of the balanced scorecard?

• Increase efficiency, enhance risk management, improve stakeholder relations, expand market share

• Improve cost structure, increase asset utilization, expand revenue opportunities, enhance customer value

• Enhance operational efficiency, increase customer satisfaction, improve product quality, expand global presence

• Improve strategic decision-making, enhance corporate governance, increase transparency, optimize resource allocation

How are the financial goals of the balanced scorecard influenced by the customer perspective?

• By the company's technological advancements and innovation

• By the company's operational efficiency and internal process improvements

• By factors such as price, quality, availability, selection, or functionality

• By the company's employee satisfaction and internal culture

For Process Identification what is emphasised about the relationship between different organizational goals in the Balanced Scorecard approach?

• The casual relationship between different goals of an organization

• The financial investment required for each organizational goal

• The time frame for achieving each goal within the organization

• The competitive advantage each goal offers in the market

What does the Balanced Scorecard describe in comparison to what the enterprise architecture outlines in an organization?

• The Balanced Scorecard describes strategic priorities, while the enterprise architecture outlines operational processes.

• The Balanced Scorecard describes financial objectives, while the enterprise architecture outlines technological infrastructures.

• The Balanced Scorecard describes employee performance metrics, while the enterprise architecture outlines organizational roles and responsibilities.

• The Balanced Scorecard describes the causal relationships between different goals, while the enterprise architecture describes the structural dependencies between different perspectives.

In Business Process Management, what types of processes should be the focus?

• Processes that require the least amount of resources to manage

• Processes that are easiest to automate

• Processes that create value of strategic relevance or have substantial problems

• Processes that are the oldest and most established within the organisation

What are the four generic dimensions of process performance measures often distinguished in Business Process Management?

• Time, cost, quality, and flexibility

• Innovation, customer satisfaction, financial performance, and growth

• Efficiency, effectiveness, adaptability, and sustainability

• Resource allocation, operational speed, market position, and compliance

What is the difference between cycle-time and processing time in the context of Business Process Management?

• Cycle-time refers to the overall strategic time frame for a process, while processing time is the time needed for initial planning.

• Cycle-time is the downtime between processes, while processing time is the active time spent on a process.

• Cycle-time is the time to complete an entire process, while processing time is the time resources take to handle a case.

• Cycle-time is the time for one process cycle without considering resource availability, while processing time includes delays and waiting times.