Not to be reproduced without permission from the Business School at Bournemouth University 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 Leadership People Policy & Strategy Partner- ships & Resources Processes People Results Customer Results Society Results Key Perfor- mance Results ENABLERSRESULTS INNOVATION AND LEARNING CA-HO-70

Not to be reproduced without permission from the Business School at Bournemouth University 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 Head of School School Administrator Business School Delivery Processes U/G Programmes P/G Programmes Research Enterprise Strategy Group HRM Group IS Group IC Group BUSINESS SCHOOL 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 Partnerships

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

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

Not to be reproduced without permission from the Business School at Bournemouth University 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 CA-HO-67

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

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 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 co- ordination 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