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Reflections on Business Process Management in a Business School

Explore the application of Business Process Management (BPM) in a Business School setting, focusing on key processes, strategies, and results to enhance efficiency and performance. Understand BPM themes, integration with strategy, and the impact on organizational culture.

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Reflections on Business Process Management in a Business School

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  1. Reflections on Business Process Management in a Business School Professor Colin Armistead Bournemouth University Business School

  2. EFQM Excellence Model ENABLERS RESULTS Processes People Results Key Perfor-mance Results Leadership People Policy & Strategy Customer Results Partner-ships & Resources Society Results INNOVATION AND LEARNING CA-HO-70

  3. 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

  4. Process Working From Hierarchy.................. to........................ Process Working

  5. 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

  6. BPM as an Integrator of Strategy

  7. 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

  8. 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

  9. 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

  10. What’s been done • Agree main processes

  11. Key Processes for the Business School • Strategic • Business planning • Customer facing: • Teaching and learning • Research • Enterprise • Partnership development • Support • Quality • Timetabling • Budget development monitoring

  12. 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 School Administrator Strategy Group HRM Group IS Group IC Group U/G Programmes P/G Programmes Business School Delivery Processes Research Enterprise Partnerships BUSINESS SCHOOL

  13. What’s been done • Agree main processes • Identify critical points

  14. Prepare Student Unit Guide Subject Unit Delivery Process Subject allocated Study unit plan Assessment plan 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 Attend examination boards

  15. CA-HO-67 Subject Unit Delivery and Assessment Processes OTSU’s & Bottleneck Impact of Bottleneck/ OTSU weighting (high, med, low) What is Happening & Who is Involved? Why is it Happening? Suggested Solutions (As a Group) Action Agreed Lead Role

  16. What’s been done • Agree main processes • Identify critical points • Re-allocate resources

  17. What’s been done • Agree main processes • Identify critical points • Re-allocate resources • Integration around course teams

  18. 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

  19. 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

  20. 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 Experience of the BS against BPM Themes

  21. Performance management Organisational co-ordination and decision making Measurement and performance management around processes Boundaries understood more clearly and responsibilities assigned to processes Experience of the BS against BPM Themes

  22. 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 Experience of the BS against BPM Themes

  23. 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

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