Reflections on Business Process Management in a Business

Reflections on Business Process Management in a Business School Professor Colin Armistead Bournemouth University Business School Not to be reproduced without permission from the Business School at Bournemouth University

EFQM Excellence Model ENABLERS RESULTS People Results People Policy & Strategy Leadership Partnerships & Resources Processes Customer Results Key Performance Results Society Results INNOVATION AND LEARNING Not to be reproduced without permission from the Business School at Bournemouth University CA-HO-70

Fundamental Concepts • • Results orientation Customer focus Leadership and constancy of purpose Management by process and facts People development and involvement Continuous learning, innovation and improvement Partnership development Public responsibility Not to be reproduced without permission from the Business School at Bournemouth University

Process Working From Hierarchy. . . . to. . . Process Working Not to be reproduced without permission from the Business School at Bournemouth University

Themes of BPM • • • Strategic choice and direction Organisational design Maximising the market value chain Performance management Organisational co-ordination and decision making • Organisational culture • Organisational learning and knowledge management Not to be reproduced without permission from the Business School at Bournemouth University

BPM as an Integrator of Strategy Not to be reproduced without permission from the Business School at Bournemouth University

Dimension of the Business School • Students – undergraduate 1277 (70%) – postgraduate 560 (30%) – international 298 (16%) – part-time and 459 (25%) • Staff – Teaching and researching 56 – Administrators 35 Not to be reproduced without permission from the Business School at Bournemouth University

Demand on teaching and learning processes • Volume – number students enrolled each year • Variety – background of students – type of course, U/G, P/G, F/T, P/T, taught, research • Variation in the volume and variety on a yearly cycle • Degree of contact needed by the students Not to be reproduced without permission from the Business School at Bournemouth University

Aims for BPM in the Business School • Balance personalisation where required with standard delivery - face to face with on-line • Consistency and reliability in performance • Efficient use of resources • Recovery when things go wrong • Continuous improvement Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done • Agree main processes Not to be reproduced without permission from the Business School at Bournemouth University

Key Processes for the Business School • Strategic – Business planning • Customer facing: – Teaching and learning – Research – Enterprise – Partnership development • Support – Quality – Timetabling – Budget development monitoring Not to be reproduced without permission from the Business School at Bournemouth University

Business School Delivery Processes Heads of Academic Group Heads of T &L Programmes Head of Teaching and Learning Dev. Head of Quality Head of Research Head of Enterprise Head of Partnerships Head of School Administrator Strategy Group HRM Group IS Group U/G Programmes P/G Programmes Research Enterprise Partnerships BUSINESS SCHOOL Not to be reproduced without permission from the Business School at Bournemouth University IC Group

What’s been done • Agree main processes • Identify critical points Not to be reproduced without permission from the Business School at Bournemouth University

Prepare Student Unit Guide Subject allocated Study unit plan Assessment plan Subject Unit Delivery Process Assessment plan agreed Academic Gp Assessment plan agreed Course Team Develop session plans Deliver sessions Review sessions Inputs from other processes • Definitive course document • Student handbook • Assessment schedule • Teaching Timetable • Existing T&L materials • New T&L materials Subject Unit Assessment Process Set unit assessment Mark unit assessment Agree double marking Give student feedback Mark examinations Agree double marking Liaise with external examiners Not to be reproduced without permission from the Business School at Bournemouth University Attend examination boards

CA-HO-67 Subject Unit Delivery and Assessment Processes OTSU’s & Bottleneck Impact of Bottleneck/ OTSU weighting (high, med, low) (As a Group) What is Happening & Who is Involved? Why is it Happening? Suggested Solutions Not to be reproduced without permission from the Business School at Bournemouth University Action Agreed Lead Role

What’s been done • Agree main processes • Identify critical points • Re-allocate resources Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done • • Agree main processes Identify critical points Re-allocate resources Integration around course teams Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done • • • Agree main processes Identify critical points Re-allocate resources Integration around course teams Balance face to face with on-line delivery Not to be reproduced without permission from the Business School at Bournemouth University

What’s been done • • • Agree main processes Identify critical points Re-allocate resources Integration around course teams Balance face to face with on-line delivery • Measure performance around the process Not to be reproduced without permission from the Business School at Bournemouth University

Experience of the BS against BPM Themes • Strategic choice and direction • Organisational design • Maximising the market value chain BS experience • Processes in business planning • Structured around processes • Three key customer processes closely linked Not to be reproduced without permission from the Business School at Bournemouth University

Experience of the BS against BPM Themes • Performance management • Organisational coordination and decision making • Measurement and performance management around processes • Boundaries understood more clearly and responsibilities assigned to processes Not to be reproduced without permission from the Business School at Bournemouth University

Experience of the BS against BPM Themes • Organisational learning and knowledge • Organisational culture • Knowledge processes closely linked to key organisational processes • Organisational culture changed in respect of roles of administrators and lecturers Not to be reproduced without permission from the Business School at Bournemouth University

Lessons Learned • • Processes in the strategic language Involve everyone at some stage Don’t get carried away on mapping Integrate at key sub-process stages teaching and administrators Not to be reproduced without permission from the Business School at Bournemouth University