The purpose of this module's main topic is to help you synthesize your cumulative knowledge and understanding of the material presented in the module. Concept application is important to understand how organizations enhance systems to compete globally. Please consider the following.
Define the difference between Business Process Re-engineering (BPR) and Business Process Management (BPM) concepts. What are the advantages and disadvantages of BPM? How do "value chain" principles apply to BPR and BPM? Why should an IT manager know the differences between the concepts? Discuss examples from personal experience. Please provide your own unique responses as well as discussing these issues with your class colleagues.
How to promote value-added leadership
Not every supervisor in your IT group is likely to be imbued with all of the characteristics of a value-added leader. Yet, in surveying your organization, you are apt to find people who exhibit a host of these distinctive elements. Each of these behaviors can be recognized and shaped within an organization. Value-added leadership is a collection of learnable behaviors likely to profit your organization. We suggest considering three strategies:
1.First, look at your organization. You are liable to have keen but unheralded examples of value-added leaders already in your midst. Consider identifying and being a champion of these leaders, acknowledging their efforts and helping them to further succeed.
2.Second, as you screen for employment, promotions, and rewards, keep value-added leadership in mind.
3.Third, design and integrate value-added leadership learning modules into your organization's training efforts. Much, if not all, value-added leadership behavior can be improved by determined organizational training.
If you want improved leadership and results in your IT organization, make value-added leadership
Please consider that you are just joining an organization as the lead project manager for a team already in existence. You are concerned about how to gain the respect, loyalty and continued performance of this new team. What would be your response if a team member came to you with one or more of the following questions?
•Why do we have to do all of this project documentation ahead of the real work?
•What's the difference between a project risk and an issue?
•Should managers need to evaluate the level of risk before committing to IT projects? If so, why?
•What risks did you encounter in your last project?
•How do you actually track risks in a project?
•Identify circumstances that could lead management to accept risk in a project?
The response addresses the query posted in 1,115 words with APA references.
//With the advent of complexity in business processes, there is a need to formulate effective business management strategies for improving the performance and enabling global competence. In this regard, the light is shed on Business Process Re-engineering (BPR) and Business Process Management (BPM) concepts, and their relevance to an IT manager has also been discussed.//
Business Process Re-engineering (BPR) refers to the method that is utilized for executing a broad and all-inclusive redesigning of the business processes of an organization. In contrast of this, Business Process Management (BPM) can be regarded as a set of activities and actions that are adopted by the businesses for the improvement and enrichment of their business processes (Turban et al., 2015). There are various advantages of Business Process Management (BPM) such as cost efficiency, enhanced accountability and reliability, resource optimization, standardization of business processes, improved control, high employee satisfaction, better control and reduction in time required for management of business processes (Menken, 2012). The disadvantages of BPM are related to the cost issues in context to the implementation, handling, and supervision of business processing models. The limitations are also associated with the lack of appropriate training to the employees and the choice of modeling tools (Plenkiewicz, 2010). The value chain principles have high applicability to BPM and BPR because both focus on the improvement of business processes and encourage radical reorganization of the organization. Furthermore, BPM and BPR act as the effective management discipline that encourages resource optimization and lean management, as well as supporting improved process quality through Six Sigma (Hitpass, 2014). It is necessary for an IT manager to have the knowledge of the different concepts of BPM and BPR because in the case of BPM, technology related to BPMS/BRE is used, whereas, in the case of BPR, the functioning is dependent on EAI and work-flow. Furthermore, in the case of BPM, a collaboration between IT and business is essential, whereas, in the case of BPR, the collaboration of this kind is ...
The expert understands how organizations enhance systems to compete globally. The response addresses the query posted in 1115 words with APA references.