Reflections on Business Process Management in a Business School

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Reflections on Business Process Management in a
Business School

• Professor Colin Armistead
• Bournemouth University Business School

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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
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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

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

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BPM as an Integrator of Strategy
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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

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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

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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

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Whats been done

• Agree main processes

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Key Processes for the Business School

• Strategic
• Business planning
• Customer facing
• Teaching and learning
• Research
• Enterprise
• Partnership development
• Support
• Quality
• Timetabling
• Budget development monitoring

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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
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Whats been done

• Agree main processes
• Identify critical points

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Prepare Student Unit Guide
Subject Unit Delivery Process
Subject allocated
Study unit plan
Assessment plan
Assessment plan agreed Academic Gp
Develop session plans
Deliver sessions
Review sessions
Assessment plan agreed Course Team

• Inputs from other processes
• Definitive course document
• Student handbook
• Assessment schedule
• Teaching Timetable
• Existing TL materials
• New TL 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
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CA-HO-67
Subject Unit Delivery and Assessment Processes
OTSUs 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
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Whats been done

• Agree main processes
• Identify critical points
• Re-allocate resources

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Whats been done

• Agree main processes
• Identify critical points
• Re-allocate resources
• Integration around course teams

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Whats been done

• Agree main processes
• Identify critical points
• Re-allocate resources
• Integration around course teams
• Balance face to face with on-line delivery

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Whats 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

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Experience of the BS against BPM Themes

• 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

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Experience of the BS against BPM Themes

• Performance management
• Organisational co-ordination and decision making

• Measurement and performance management around
  processes
• Boundaries understood more clearly and
  responsibilities assigned to processes

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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

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Lessons Learned

• Processes in the strategic language
• Involve everyone at some stage
• Dont get carried away on mapping
• Integrate at key sub-process stages teaching and
  administrators