Project topics and materials
Get Complete Project Material File(s) Now! »
THE PROBLEM AND ITS CONTEXT
An organization’s long-term success and survival depend on the quality that customers receive. Attention to customers doesn’t just happen – it is enabled by leaders who truly emphasize the importance of the external and internal customer. However, leadership itself will not be sufficient to complete the quality job. Each organization must have a system that defines the organization, provides guidance for its operations and supports its efforts on its journey to excellence.
Galbraith (1995:2) states that “organizations continuously search for more effective approaches in order to survive, remain competitive, sustain their operations and to grow in an ever-changing and competitive environment. To achieve sustainable business results, organizations must actively manage cost and quality, as well as product and service features by means of the efficient and effective application of managerial and operational systems within a well-designed organizational framework.” (See figure 1.1).
Porter and Tanner (2004:3) argue that “in their endeavor to remain competitive, organizations have tried and tested a myriad of performance improvement approaches or performance enablers over the past few decades in search of the ultimate system or methodology. These include ISO 9000, BPR, Business Excellence, Continuous Improvement, TQM, Just-in-Time, Project Management and Six Sigma. Although thousands of organizations implemented these performance enablers, only afew organizations have achieved their envisaged state of excellence.”
T hey further state that “in too many organizations, excellence is a veneer rather than an integrated vision within the organization. The involvement of people in the continuous improvement and transformation of business processes is a fundamental theme that shapes the golden thread of this quality improvement, process improvement and excellence approaches.”
Business processes was identified as core to all the enablers and was elevated as a management function to a Critical Core Capability status in most organizations. To be effective, Business Process Management as a Critical Core Capability should encompass the management functions, i.e. planning, decision-making, leading, organizing and controlling, and should be supported by a proper organizational framework that focuses on the principles of effective and efficient utilization of cost and time, as well as the optimum performance of all resources.
The phrase “the optimum performance of all resources” poses another major challenge to the management of business processes as a Critical Core Capability. The optimum performance of resources is intimately linked to process design which is at the core of work design and specifically the creation of jobs and work groups that should generate high levels of employee fulfilment and productivity.
Chapter 1
1.1 INTRODUCTION
1.2 THE RESEARCH PROBLEM AND ITS SIGNIFICANCE
1.3 SCOPE OF RESEARCH.
1.4 THE OBJECTIVE OF THE RESEARCH.
1.5 CONTRIBUTION OF THE STUDY
1.6 RESEARCH PROCESS AND METHODOLOGY
1.7 CHAPTER LAYOUT OF THE REPORT
Chapter 2
2.1 INTRODUCTION
2.2 DEFINING OF KEY CONCEPTS.
2.3 BUSINESS PROCESS MANAGEMENT AS A CRITICAL CORE CAPABILITY
2.4 MANAGEMENT PRINCIPLES WITHIN PERFORMANCE ENABLERS
2.5 STRATEGY AND STRATEGIC MANAGEMENT
2.6 GOVERNANCE
2.7 ENTERPRISE ARCHITECTURE.
2.8 OPTIMIZATION
2.9 PROCESS REVIEW CYCLE.
2.10 STANDARDS AND MEASUREMENT
2.11 ASSESSMENT MODELS.
2.12 SHORTCOMINGS AND LIMITATIONS OF PREVIOUS RESEARCH.
2.13 CONCLUSION.
Chapter 3
3.1 INTRODUCTION.
3.2 THEORETICAL FRAMEWORK.
3.3 RESEARCH DESIGN AND METHODOLOGY: CONCEPT
3.4 CONCLUSION.
Chapter 4
4.1 INTRODUCTION.
4.2 RESULTS AND FINDINGS
4.3 CONCLUSION
Chapter 5
5.1 INTRODUCTION.
5.2 CONCLUSION ON ANSWERS TO RESEARCH QUESTIONS.
5.3 VERIFICATION OF THE BPMCAM BY EXPERTS.
5.4 CONCLUSION AND ANSWERS TO THE PRIMARY OBJECTIVE OF THE BPMCAM.
5.5 LIMITATIONS OF THE PRESENT STUDY.
5.6 CONTRIBUTIONS OF THE PRESENT STUDY.
5.7 RECOMMENDATIONS FOR FURTHER RESEARCH.
5.8 CONCLUSION.
LIST OF REFERENCES.
LIST OF ANNEXURES
ANNEXURE “A”.
ANNEXURE “B”.
ANNEXURE “C”
