BPM Lifecycle

The stage in which the sequence, participants, decisions, and activities of a business activity are represented in a structured form.

(a)  

BPM Lifecycle

The stage in which workers or systems carry out the activities that were planned.

​ (a)   ​

BPM Lifecycle

The stage in which information about actual performance is collected and examined.

​ (a)   ​

BPM Lifecycle

The stage in which changes are introduced after weaknesses or opportunities for better performance have been identified.

​ ​ (a)   ​

BPM Lifecycle

A university wants to create a better way of handling student requests. The team first decides what the desired workflow should accomplish and how it should work.

​ ​ ​ (a)   ​

BPM Lifecycle

An IT student represents a request system using connected activities and decision points so that everyone can understand how the work flows.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

Employees begin using the newly established workflow to process actual customer requests.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

A manager examines processing time, number of completed requests, and frequency of mistakes.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

After reviewing the results, the organization changes the workflow to remove activities that do not contribute to the desired result.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

Before developing an automated system, the team determines the desired outcome and establishes how the work should ideally be performed.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

A process analyst creates a BPMN diagram showing the activities and decisions involved in requesting a certificate.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

The registrar starts processing actual certificate requests through the new online system.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

The department checks whether requests are being completed within the expected amount of time.

​ ​ ​ ​ (a)   ​

BPM Lifecycle

Based on the results, the department changes the workflow so that a request no longer passes through two people who perform almost the same checking activity.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Components

This element concerns the individuals who perform, manage, support, or are affected by organizational work.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

This element concerns the activities that must be accomplished to produce a particular result.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

This element includes systems, software, hardware, and other technical resources used in performing work.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

This element concerns the arrangement of authority, responsibilities, roles, and relationships within an organization.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

Employees are required to attend training because a new system has changed how they perform their daily work.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

A department replaces a manual record book with an online database.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

The organization reviews the activities involved in processing a customer complaint and removes one activity that provides no useful result.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

A new employee is assigned to receive and verify customer requests.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

A company introduces barcode scanners to reduce the amount of manual data entry.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

A company changes who has authority to approve customer refunds.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

Two departments are given clearly separated responsibilities because their previous roles were overlapping.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

The steps involved in receiving, checking, recording, and approving a request belong to this element.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

Employees repeatedly enter the same customer information because two systems are not connected. The workers involved represent this element.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

The organization changes its reporting arrangement so that employees now report directly to a department manager.

​ ​ ​ ​ (a)   ​

Leavitt’s Diamond Elements

A company installs an automated notification system that informs customers when their requests have been approved.

​ ​ ​ ​ (a)   ​

Process vs. Procedure

A coordinated group of related activities that works toward producing a particular organizational result.

​ ​ ​ ​ (a)   ​

Process vs. Procedure

A specific method that explains how a particular activity should be carried out.

​ ​ ​ ​ (a)   ​

Process vs. Procedure

“Student Enrollment” involves application, verification, payment, recording, and confirmation.

​ ​ ​ ​ (a)   ​

Process vs. Procedure

“Enter the student's identification number, check the displayed information, and select the confirmation option.”

​ ​ ​ ​ (a)   ​

Process vs. Procedure

It describes how several activities are connected in achieving an intended outcome.

​ ​ ​ ​ (a)   ​

Process vs. Procedure

It focuses on the actions a person needs to perform when completing a particular activity.
​ ​ ​ ​ (a)   ​

Process vs. Procedure

“Hotel Check-in” includes reservation verification, identification, payment confirmation, room assignment, and key issuance.
​ ​ ​ ​ (a)   ​

Process vs. Procedure

“Ask for the guest's identification, compare the information with the reservation, and record the result in the system.”
​ ​ ​ ​ (a)   ​

Process vs. Procedure

A company's customer complaint handling consists of receiving the complaint, evaluating it, assigning it to a responsible employee, resolving it, and informing the customer.
​ ​ ​ ​ (a)   ​

Process vs. Procedure

A document tells an employee exactly how to record a customer's complaint in the company's system.
​ ​ ​ ​ (a)   ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A particular activity can handle only a small number of requests, causing work to accumulate before it.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A customer has to wait several days because a request remains untouched in an employee's queue.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

The same customer information is entered separately into two different systems.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

An employee enters the wrong student number into the database.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A form must pass through an additional approval that does not contribute anything meaningful to the final decision.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

One employee receives 100 requests while the next employee can process only 10 requests per day, causing a growing queue between them

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A customer's application is complete, but it remains on a desk for three days before anyone reviews it.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

Two employees independently create the same customer record.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A cashier accidentally records ₱500 instead of ₱5,000 in the payment system.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

After submitting an online request, the customer is required to print the same information and submit it again on paper even though the electronic copy is already available.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

Hundreds of documents are waiting for approval because only one manager is authorized to approve them.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A request is left waiting because an employee is absent and no one else has been assigned to handle that activity

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

The same data is copied from an email into a spreadsheet and then entered again into the database.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

An employee selects the wrong product code while preparing a customer's order.

(a)  
​ ​ ​ ​ ​

Common Business Process Problems

Choices: Bottleneck, Delay, Duplication, Errors, Unnecessary Steps

A customer must obtain a signature from an office that does not actually need to review the request.

(a)  
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