Business Process Simulation with HP Process Manager

12 Business Process Management12.1 MotivationThe best description of our approach to the management of business processes is described by Maddern et al. (2004): At the heart of practitioner understanding is the idea that all businesses have processes. Businesses provide goods and services to customers; processes are the means through which those goods and services are delivered. Critical to this perspective, is the idea that processes are universal. Given the universal nature of processes, process management, in some form, is not optional. Practitioners recognize the hierarchical nature of the process concept, and the associated terms used to describe different levels of process granularity, such as subprocesses, activities, tasks and so on. However, activity at these lower levels is not, in itself, evidence of conscious process management. Moreover, most companies establish, control and, potentially, try to improve individual processes and subprocesses under the banner of “business process management” (BPM) as part of traditional operational practice. A critical feature of the management of business processes is process management on an end-to-end basis. Such activity does not constitute conscious process management. Conscious process manage-ment involves addressing processes as a whole rather than in isolation or in fragments; to understand the totality of processes, their boundaries and interrelationships; to actively manage the totality of an organization’s processes, on an “end-to-end” basis. As such, it is a management philosophy, which requires initiating inter-vention aimed at the delivery of a sustained capability to understand, manage and improve processes. Further, businesses manage within business silos: functional business models continue to dominate. Identification and management of end-to-end processes is needed to enable companies to overcome functional barriers, typically leading to reduced costs and improved service.The “classical” definition of business process management (BPM) is as follows: BPM is a field of knowledge at the intersection between management and information technology, encompassing methods, techniques and tools to design, enact, control, and analyze operational business processes involv-ing humans, organizations, applications, documents and other sources of information. The activities which constitute business process management can be grouped into three categories: design, execution and monitoring (Wikipedia 2007).191 A. Shtub and R. Karni, ERP: The Dynamics of Supply Chain and ProcessManagement, Second Edition, DOI 10.1007/978-0-387-74526-8_12,© Springer Science + Business Media, LLC 2010192 12 Business Process ManagementOur definition, based upon the approach of Wensley (2003), Maddern et al. (2004) and Raisinghani (2004) is as follows:Business process management is the identification, comprehension and management of business processes that interact with people and systems both within and across organizations. Conscious process management involves addressing processes as a whole, rather than in isolation, by seek-ing to understand the totality of processes, their boundaries and interrelation-ships. Identification and management of end-to-end processes are needed to enable companies to overcome functional barriers, typically leading to reduced costs and improved service. We therefore need to develop and apply appropriate conceptual tools for integrating the visioning and pro-visioning of organizational strategies and process perspectives.Specifically, our tools are aimed at the planning level of management (macro-management), rather than at the operational level (micro-management). We con-centrate on three types of tools:•Uses of the enterprise process model for planning and implementation (Sect.12.2)•Uses of the enterprise process model for identifying and characterizing the management attributes of groups of business processes (Sect. 12.3) •Guidelines to business process improvement (Chap. 13)12.2 Enterprise Process Master PlanningThe enterprise process model (Sect. 3.6) constitutes a specification of the business process suite as required by the organization. This specification can be put to the following uses:(a)Performing a Type II gap analysis (see Sect. 3.2 (o)) between enterprisespecificity and vendor model generality to assess and decide on acquiring an ERP system for the enterprise(b)Guiding the business process engineering and re-engineering program(c)Guiding the scope and design of the operations of the enterprise(d)Comparing the enterprise model (“actual”) with an industry standard or someindustry leader (“benchmarking”)(e)Integrating activities along the supply chain (process and information exchangeinterfaces)(a)Model acquisitionThe enterprise model defines the organizational requirements, whereas each vendor has an explicit or implicit model that serves as a platform for its ERP software. Enterprise and vendor models can be compared as follows:12.2 Enterprise Process Master Planning 1931.Perform a focused Type II gap analysis to determine the differences betweenthe enterprise requirements and the vendor model offering2.Determine the degree of compatibility of the two models3.Identify requirements for added functionality or process capability lacking inthe vendor model4.Identify functionality or process capability in the vendor model and lacking inthe enterprise model which could be added to strengthen the latter5.Highlight the possibility of combining several vendor models in order toachieve all enterprise requirements6.Pinpoint requirements for adaptation of the enterprise model or the customizationof the vendor model1.For example, an Internet search was made for vendors offering a compre-hensive Hotel Front Desk management system. Two vendors were found.A list of IT-supported processes was obtained from the vendor sites. Thisenables a gap-analysis table to be drawn up (Table 12.1), showing the enter-prise model (from Table 3.8), the two offerings, and processes not requiringIT support (e.g., welcoming a guest or calling for a porter). Several processesoffered by the vendors and not specified in the enterprise model are alsolisted. The following observations can be made:2.HFD functionality coverage can be summarized as follows (number ofprocesses in parentheses):vendor Main function First vendor Second1 Reservation management (11) Some support (5) Good support (11)(2) 2 Rate and yield management (2) No support Goodsupport3 Check in management (7) Good support (6) Good support (7)4 Check out management Good support (7) Good support (7)5 Guest relationship management (11) Some support (6) Some support (4)6 Guest infoservice management (hotel) (2) Some support (1) No support7 Guest infoservice management (external) (6) No support No support8 Communication management (2) Good support (2) No support9 Service support management (6) Minimal support (1) No support10 Gift shop management (6) No support No supportTotal support for 59 specified processes 28 31 Both vendor models cover the “standard” functionalities: reservations, check-in, check-out, and regular guest services; the second vendor provides strongersupport in this area. However, no meaningful support is provided for extendedguest services or for the gift shop (as expected). In general, both vendorsprovide the same degree of coverage – for about half the required processes.3.Added modules required include: guest information service management(hotel amenities), guest information service management (external amenities),service support management and gift shop management.4.Additional processes are available in the vendor models, and can beincorporated into the enterprise model:194 12 Business Process ManagementProcessFirstvendorSecondvendor•Receive payment in multiple currencies * •Remind desk clerk of actions to be taken * •Block rooms that are out of order * •Issue a detailed account of calls made by guest * •Express and record regret that a reservation cannot be made * •Maintain a register of customers on a wait list for a reservation * •Cancel a no-show reservation * •Provide dynamic information on regular and special rates * •Manage cashier reconciliation * •Maintain a register of prospective customers for advertising * 5.Further vendor models which should be investigated include: guest informationservice management, service support management and gift shop (“smallbusiness”) management.6.This step is outside the scope of this book, as it requires a more detailedpicture of the actual processes required and provided.Function and process (1)a (2)a (3)a1 Reservation management•Review future room availability and status for reservation a a•Search available units for specified date range and unitcapacitya a•Select unit for single reservation a a•Verify single/multi/group reservation information prior tobookinga a•Create single/multi/group reservation a a•Issue single/multi/group reservation confirmation letter a•Charge room at check in a•Create reservation frontally a•Create reservation via telephone a•Create reservation via e-mail a•Cancel reservation via fax a2 Rate and yield management•Provide information on regular rates a•Maintain tour operator account a3 Check-in management•Welcome regular guest a •Welcome VIP guest a •Review current room availability and status for occupation a•Check in guest arriving on time to reserved room a a•Check in guest arriving early to reserved room a a•Check in guest arriving late to reserved room a a•Provide information on predefined deposit a a•Provide information on alternative means of payment a •Provide information on vehicle parking and parking fees a •Record customer credit card number a a•Handle credit card invalidity a a Table 12.1 Type II gap analysis for the enterprise-specific hotel front desk model12.2 Enterprise Process Master Planning 195Table 12.1 Type II gap analysis for the enterprise-specific hotel front desk model (continued) 4 Check-out management•Check out guest leaving early a a•Check out guest leaving late a a•Issue check-out invoice with list of guest fees a a•Receive single currency (cash) payment a a•Receive credit card payment a a•Issue final receipt a a5 Guest relationship management (guest services)•Handle complaints a•Handle guest queries a a•Record guest instructions or other notes on guest record a a•Charge additional services to guest record a•Charge additional expenses to guest record a•Charge point of sale expenses to guest record a•Supply newspaper to guest a •Supply travel directions to guest a •Rent car for guest•Order taxi for guest a •Coordinate guest request for wake-up call•Issue wake-up call•Allocate safe to guest a•Issue safe receipt a6 Guest information service mgt. (hotel amenities)•Provide information on meal timetables a •Provide information on meal/restaurant menus a •Provide information on currency exchange rates•Provide information on hotel facilities a •Provide information on hotel shop a •Provide information on found items a7 Guest information service mgt. (external amenities)•Provide information on vehicle rental agencies•Provide information on tourist agencies•Provide information on restaurants•Provide information on tourist attractions/sites•Provide information on organized tours•Provide information on medical services and hospitals8 Communication management•Record and/or post messages for guest a•Deliver messages to guest a a •Transfer telephone call to guest a •Enable guests to receive e-mail messages a •Enable guests to send e-mail messages a •Enable guests to receive fax messages a •Enable guests to send fax messages a9 Service support coordination management•Coordinate guest request with housekeeping a•Coordinate guest request with maintenance•Coordinate guest request with room service•Coordinate guest request with computing services•Coordinate guest request with porterage a •Coordinate guest request with transportation•Coordinate guest request with restaurant196 12 Business Process ManagementTable 12.1 Type II gap analysis for the enterprise-specific hotel front desk model (continued) 10 Gift shop management•Coordinate with purchasing on item inventories•Coordinate with sales on item prices•Maintain display items on shelves•Handle guest queries•Record item purchase on guest record•Handle purchase paymentsVendor processes not specified in enterprise model•Receive payment in multiple currencies a•Remind desk clerk of actions to be taken a•Block rooms that are out of order a•Issue a detailed account of calls made by guest a•Express and record regret that a reservation cannot be made aa•Maintain a register of customers on a waiting list for areservation•Cancel a no-show reservation a•Provide dynamic information on regular and special rates a•Manage cashier reconciliation a•Maintain a register of prospective customers for advertising aa(1) IT/ERP support provided by the first vendor; (2) IT/ERP support provided by the second vendor;(3) Processes not requiring IT (ERP) support(b)Business process engineering (BPE) programThe enterprise model defines the organizational business process suite. It therefore plays a central role in a BPE program or project. (We do not deal with project management in this book. The reader is referred to books by Shtub et al. (2004), Jeston and Nelis (2006), and Becker et al. (2003) which deal with project management in general, and business process project management in particular). In particular, it supports several project management processes within the project scope management knowledge area (PMI 2004):•Scope planning: it serves as a background document for setting up a pre-liminary project scope statement and a project scope management plan.•Scope definition: it serves as a work breakdown structure (WBS) which is defined as “a fundamental project management technique for defining and organizing the total scope of a project, using a hierarchical tree structure.The levels of the WBS define a set of planned outcomes that collectively and exclusively represent the total project scope. A well-designed WBS describes planned outcomes … the desired ends of the project” (Wikipedia 2007). The business functions constitute the upper levels of the tree; the individual processes constitute the “planned outcomes” of the BPE project. In other words, it constitutes a checklist of the process suite to be modeled and implemented.•Scope verification: it serves as a checklist for monitoring the scope fulfill-ment of the BPE project.12.2 Enterprise Process Master Planning 197For example, for the HFD case study in Sect. 3.7, the enterprise model (Table 3.8) defines a list of 72 processes to be designed. The model enables hotel management to decide which processes should be designed, and on design priorities. It may decide to organize the project by function (e.g., first reservations, then check-in, then check-out, and so on); or by the type of action carried out by each process (Table 12.3 and Sect. 12.4; e.g., first creation of documents, then recording of transactions, then providing information to guests, and so on); or by the necessity to match processes to any IT support implemented in parallel with the BPE program.(c)Scope and design of the operations of the enterpriseThe operations engineer receives the model and transforms it into a multi-process service operations design problem to be solved through scheduling and other planning techniques (Chap. 7).(d)Model benchmarkingThe enterprise model can serve as a basis for comparison with other models: • A leading vendor model in the same or similar industrial sector• A leading enterprise model in the same or similar industrial sector•An identical or similar business or industrial functionality or process capability demonstrated by an industrial leader (not necessarily from the same industrial sector)Gap analysis (Type III) can indicate where the enterprise needs to augment its functionality or process capability through BPE efforts.Continuing with our example (Sect. 12.2 (b)): if the second vendor model is accepted as an industry standard, the following new functions and associated processes need to be engineered and incorporated into the enterprise model: Main function Process•Express and record regret that a reservation cannot be made Reservation mgt.•Cancel a no-show reservationRate and yield mgt. •Provide dynamic information on regular and special ratesFront desk zone mgt. •Manage cashier reconciliation•Maintain a register of prospective customers for advertising Special databank mgt.•Maintain a register of customers on a wait list for a reservation (e)Model coordinationEach business partner along the supply chain has its own enterprise model. The necessity to coordinate or integrate activities places certain demands and restrictions on these models:•Models must be understandable to other partners. The enterprise model, based on the SAP convention, provides the basis for understanding and comparing models – and, in particular, for determining whether each partner incorporates the requisite functionalities and process capabilities.198 12 Business Process ManagementIn the case of our HFD example, the front desk is one “partner” in the running of a hotel. The SAP Hospitality Industry solution (sub-industry: Hotel, Cruise and Timeshare Management) (SAP 2007a) incorporates the following functions: real estate management; sales management; reservations;spa and wellness, leisure management; guest management; billing manage-ment; restaurant management, event management, housekeeping and staffing;property maintenance; and financial accounting. The operations of the front desk and its scope of responsibility must be understandable to those dealing with sales, leisure, billing, restaurant, events, housekeeping and staffing, and property maintenance.In the case of the Procurement/Purchasing function (Table 3.3), partners include suppliers and shippers. Each will have its own enterprise model.From these models purchasing can learn, for example, how a bid package is handled, how item quality is managed, how catalogues are updated, how shipping timetables are worked out, and how shipping notifications are issued.•Certain processes are “interface processes”: they are concerned with the transfer and reception of information and goods between links (partners) in the chain. These processes can be identified and subsequently analyzed at the flowchart level to ensure both operational and informational compatibility and complementarity.In the case of our HFD example, the front desk interfaces not only with the hotel functionalities listed above, but also with many external information suppliers as reflected in the “Guest information service management (external amenities)” main function (Table 12.2). As information provided to guests must be reliable and updated, processes interfacing with these external sources must ensure a dependable flow of information to the hotel through the interface.In the case of the Procurement/Purchasing major function (Table 3.3), interface processes include, for example: accredit supplier; issue procure-ment contract; issue bid; issue purchase order; handle shipment notification;issue goods received note; maintain supplier prices and discounts.•When outsourcing or utilizing vendor-managed inventory (VMI), certain functionalities or process capabilities may be transferred from one partner to another. Model harmonization helps to ensure that operational consistency and completeness is maintained.In the case of the Procurement/Purchasing major function (Table 3.3), Catalogue Management (main function #9) may be outsourced to a company specializing in the design of technical catalogues, integrating the data from several suppliers, maintaining consistency between supplier and manufacturer catalogues (e.g., spare and substitute parts), and producing a publication which fulfils both technical and marketing goals. These activities have to accord with the remaining main functions retained in the Procurement/ Purchasing major function.12.2 Enterprise Process Master Planning 199Table 12.2 Hotel front desk processes – function viewpoint (Table 3.2)1 Reservation management • Review current room availability and status for reservation • Review future room availability and status for reservation• Search available units for specified date range and unit capacity • Select unit for single reservation• Select multiple units for multiple reservations • Select multiple units for group reservations • Specify customer group name and description• Verify single/multi/group reservation information prior to booking • Create single/multi/group reservation• Issue single/multi/group reservation confirmation letter and send • Issue single/multi/group reservation cancellation letter and send • Charge room at time of reservation • Charge room at check in • Charge room at check out • Create reservation frontally • Create reservation via telephone • Create reservation via fax • Create reservation via Internet • Create reservation via e-mail • Cancel reservation frontally • Cancel reservation via telephone • Cancel reservation via fax • Cancel reservation via Internet •Cancel reservation via e-mail2 Rate and yield management • Provide information on regular rates• Provide information on seasonal and weekend rates • Provide information on special rates• Provide information on different rate packages at time of reservation • Offer different rate packages for different seasons • Offer multiple rate types and rates during a single stay •Maintain tour operator account3 Check-in management • Welcome regular guest • Welcome VIP guest• Check in guest arriving on time to reserved room • Check in guest arriving early to reserved room • Check in guest arriving late to reserved room •Check in walk-in guest• Review current room availability and status for occupation • Review future room availability and status for occupation • Replace guest reservation with another guest • Provide information on predefined deposit• Provide information on alternative means of payment • Provide information on vehicle parking and parking fees • Record customer credit card number • Handle credit card invalidity•Record customer driver license number•Search guest by key (First/Last Name, Company name, Address, Home/Work Phone, E-mail)200 12 Business Process ManagementTable 12.2 Hotel front desk processes – function viewpoint (continued) 4 Check-out management•Check out guest leaving on time•Check out guest leaving early•Check out guest leaving late•Issue check-out invoice with list of guest fees•Adjust bill amount by providing discounts or fees•Receive single currency (cash) payment•Receive multiple currency (cash) payments•Receive credit card payment•Issue final receipt5 Guest relationship management (guest services)•Exchange room before or during stay•Handle complaints•Handle guest queries•Handle conference guest queries•Reserve dinner for guest•Record guest instructions or other notes on guest record•Charge additional services to guest record•Charge additional expenses to guest record•Charge point of sale expenses to guest record•Supply newspaper to guest•Supply travel directions to guest•Provide information on guest policy to guest•Rent car for guest•Order taxi for guest•Coordinate guest request for wake-up call•Issue wake-up call•Allocate safe to guest•Issue safe receipt•Supply (free/digital) photographs of guests•Record outgoing ticket and flight information on guest record•Confirm outgoing ticket and flight information for guest•Issue special (cheap) tickets for public transportation•Direct visitors to guest6 Guest information service management (hotel amenities)•Provide information on meal timetables•Provide information on meal/restaurant menus•Provide information on currency exchange rates•Provide information on hotel facilities•Provide information on hotel shop•Provide information on conference program•Record information on lost items•Provide information on found items•Provide information on babysitting services7 Guest information service management (external amenities)•Provide information on travel agencies•Provide information on vehicle rental agencies•Provide information on bicycle rental agencies•Provide information on tourist agencies12.2 Enterprise Process Master Planning 201Table 12.2 Hotel front desk processes – function viewpoint (continued) •Provide information on restaurants•Provide information on cultural attractions•Provide information on entertainment attractions•Provide information on tourist attractions and sites•Provide information on shopping facilities•Provide information on organized tours•Provide information on sports facilities and events•Provide information on public transport facilities•Provide information on airlines and flight schedules•Provide information on telephone numbers•Provide information on medical services and hospitals•Provide information on city maps and guides•Provide information on country-wide maps and guides•Provide information on local and country-wide weather8 Communication management•Record and/or post messages for guest•Deliver messages to guest•Deliver incoming mail to guest•Transfer telephone call to guest•Enable guests to receive e-mail messages•Enable guests to send e-mail messages•Enable guests to receive fax messages•Enable guests to send fax messages9 Service support coordination management•Coordinate guest request with housekeeping•Coordinate guest request with maintenance•Coordinate guest request with room service•Coordinate guest request with computing services•Coordinate guest request with laundry and dry-cleaning facility•Coordinate guest request with porterage•Coordinate guest request with valet parking•Coordinate guest request with transportation (e.g., airport, city)•Coordinate guest request with restaurant10 Front desk zone management•Manage front desk (including flowers)•Manage lobby•Manage lobby billboard(s)•Manage ambient music•Manage cash drawer•Manage front desk audit•Manage night audit•Manage clock-in and clock-out11 Special databank management (hotel services)•Maintain wait list for reservations•Maintain historical VIP guest data•Maintain historical guest data•Maintain historical DNR (do not rent!) data•Maintain historical complaint data202 12 Business Process ManagementTable 12.3 Hotel front desk processes – action viewpoint Provide (information)•Provide information on airlines and flight schedules•Provide information on alternative means of payment•Provide information on babysitting services•Provide information on bicycle rental agencies•Provide information on city maps and guides•Provide information on conference program•Provide information on country-wide maps and guides•Provide information on cultural attractions•Provide information on currency exchange rates•Provide information on different rate packages at time of reservation •Provide information on entertainment attractions•Provide information on found items•Provide information on guest policy to guest•Provide information on hotel facilities•Provide information on hotel shop•Provide information on local and country-wide weather•Provide information on meal timetables•Provide information on meal/restaurant menus•Provide information on medical services and hospitals•Provide information on organized tours•Provide information on predefined deposit•Provide information on public transport facilities•Provide information on regular rates•Provide information on restaurants•Provide information on seasonal and weekend rates•Provide information on shopping facilities•Provide information on special rates•Provide information on sports facilities and events•Provide information on telephone numbers•Provide information on tourist agencies•Provide information on tourist attractions and sites•Provide information on travel agencies•Provide information on vehicle parking and parking fees•Provide information on vehicle rental agenciesCoordinate•Coordinate guest request for wake-up call•Coordinate guest request with computing services•Coordinate guest request with housekeeping•Coordinate guest request with laundry and dry-cleaning facility •Coordinate guest request with maintenance•Coordinate guest request with porterage•Coordinate guest request with restaurant•Coordinate guest request with room service•Coordinate guest request with transportation (e.g., airport, city) •Coordinate guest request with valet parkingManage•Manage ambient music•Manage cash drawer•Manage clock-in and clock-out•Manage front desk (including flowers)。

Sybase®PowerDesigner®Business Process ModelGetting StartedVersion 9.538089-01-0950-01Last modified: July 2002Copyright © 2002 Sybase, Inc. All rights reserved.Information in this manual may change without notice and does not represent a commitment on the part of Sybase, Inc. and its subsidiaries.Sybase, Inc. provides the software described in this manual under a Sybase License Agreement. The software may be used only in accordance with the terms of the agreement.No part of this publication may be reproduced, transmitted, or translated in any form or by any means, electronic, mechanical, manual, optical, or otherwise, without the prior written permission of Sybase, Inc.Use, duplication, or disclosure by the government is subject to the restrictions set forth in subparagraph (c)(1)(ii) of DFARS 52.227-7013 for the DOD and as set forth in FAR 52.227-19(a)-(d) for civilian agencies.Sybase, SYBASE (logo), AccelaTrade, ADA Workbench, Adaptable Windowing Environment, Adaptive Component Architecture, Adaptive Server, Adaptive Server Anywhere, Adaptive Server Enterprise, Adaptive Server Enterprise Monitor, Adaptive Server Enterprise Replication, Adaptive Server Everywhere, Adaptive Server IQ, Adaptive Warehouse, AnswerBase, Anywhere Studio, Application Manager, AppModeler, APT Workbench, APT-Build, APT-Edit, APT-Execute, APT-Translator, APT-Library, ASEP, Backup Server, BayCam, Bit-Wise, BizTracker, Certified PowerBuilder Developer, Certified SYBASE Professional, Certified SYBASE Professional Logo, ClearConnect, Client-Library, Client Services, CodeBank, Column Design, ComponentPack, Connection Manager, Convoy/DM, Copernicus, CSP, Data Pipeline, Data Workbench, DataArchitect, Database Analyzer, DataExpress, DataServer, DataWindow, DB-Library, dbQueue, Developers Workbench, Direct Connect Anywhere, DirectConnect, Distribution Director, e-ADK, E-Anywhere, e-Biz Integrator, E-Whatever, EC-GATEWAY, ECMAP, ECRTP, eFulfillment Accelerator, Electronic Case Management, Embedded SQL, EMS, Enterprise Application Studio, Enterprise Client/Server, Enterprise Connect, Enterprise Data Studio, Enterprise Manager, Enterprise SQL Server Manager, Enterprise Work Architecture, Enterprise Work Designer, Enterprise Work Modeler, eProcurement Accelerator, eremote, Everything Works Better When Everything Works Together, EWA, Financial Fusion, Financial Fusion Server, Formula One, Gateway Manager, GeoPoint, iAnywhere, iAnywhere Solutions, ImpactNow, Industry Warehouse Studio, InfoMaker, Information Anywhere, Information Everywhere, InformationConnect, InstaHelp, InternetBuilder, iremote, iScript, Jaguar CTS, jConnect for JDBC, KnowledgeBase, Logical Memory Manager, MainframeConnect, Maintenance Express, Manage Anywhere Studio, MAP, MDI Access Server, MDI Database Gateway, media.splash, MetaWorks, MethodSet, ML Query, MobiCATS, MySupport, Net-Gateway, Net-Library, New Era of Networks, Next Generation Learning, Next Generation Learning Studio, O DEVICE, OASiS, OASiS logo, ObjectConnect, ObjectCycle, OmniConnect, OmniSQL Access Module, OmniSQL Toolkit, Open Biz, Open Business Interchange, Open Client, Open ClientConnect, Open Client/Server, Open Client/Server Interfaces, Open Gateway, Open Server, Open ServerConnect, Open Solutions, Optima++, Partnerships that Work, PB-Gen, PC APT Execute, PC DB-Net, PC Net Library, PhysicalArchitect, Pocket PowerBuilder, PocketBuilder, Power++, Power Through Knowledge, power.stop, PowerAMC, PowerBuilder, PowerBuilder Foundation Class Library, PowerDesigner, PowerDimensions, PowerDynamo, Powering the New Economy, PowerJ, PowerScript, PowerSite, PowerSocket, Powersoft, PowerStage, PowerStudio, PowerTips, Powersoft Portfolio, Powersoft Professional, PowerWare Desktop, PowerWare Enterprise, ProcessAnalyst, Rapport, Relational Beans, Report Workbench, Report-Execute, Replication Agent, Replication Driver, Replication Server, Replication Server Manager, Replication Toolkit, Resource Manager, RW-DisplayLib, RW-Library, SAFE, SAFE/PRO, SDF, Secure SQL Server, Secure SQL Toolset, Security Guardian, SKILS, smart.partners, smart.parts, smart.script, SQL Advantage, SQL Anywhere, SQL Anywhere Studio, SQL Code Checker, SQL Debug, SQL Edit, SQL Edit/TPU, SQL Everywhere, SQL Modeler, SQL Remote, SQL Server, SQL Server Manager, SQL SMART, SQL Toolset, SQL Server/CFT, SQL Server/DBM, SQL Server SNMP SubAgent, SQL Station, SQLJ, Stage III Engineering, , STEP, SupportNow,S.W.I.F.T. Message Format Libraries, Sybase Central, Sybase Client/Server Interfaces, Sybase Development Framework, Sybase Financial Server, Sybase Gateways, Sybase Learning Connection, Sybase MPP, Sybase SQL Desktop, Sybase SQL Lifecycle, Sybase SQL Workgroup, Sybase Synergy Program, Sybase Virtual Server Architecture, Sybase User Workbench, SybaseWare, Syber Financial, SyberAssist, SybMD, SyBooks, System 10, System 11, System XI (logo), SystemTools, Tabular Data Stream, The Enterprise Client/Server Company, The Extensible Software Platform, The Future Is Wide Open, The Learning Connection, The Model For Client/Server Solutions, The Online Information Center, The Power of One, TradeForce, Transact-SQL, Translation Toolkit, Turning Imagination Into Reality, UltraLite, UNIBOM, Unilib, Uninull, Unisep, Unistring, URK Runtime Kit for UniCode, Versacore, Viewer, VisualWriter, VQL, WarehouseArchitect, Warehouse Control Center, Warehouse Studio, Warehouse WORKS, Watcom, Watcom SQL, Watcom SQL Server, Web Deployment Kit, Web.PB,Web.SQL, WebSights, WebViewer, WorkGroup SQL Server, XA-Library, XA-Server and XP Server are trademarks of Sybase, Inc. or its subsidiaries.All other trademarks are property of their respective owners.&RQWHQWV$ERXW 7KLV %RRN Y $ERXW WKH %30 7XWRULDODomain of analysis (2)What you will do (3)How long it will take (3)What you will learn (3)Setting up your work environment (5)+RZ WR %HJLQ WKH %30 7XWRULDOStart PowerDesigner (8)Create a BPM (9)Use the tools in the Palette (10)Open the BPM tutorial (17)Define BPM preferences (20)Define BPM options (22)Define BPM properties (23)Save the BPM tutorial (25)+RZ WR 'HVLJQ D %XVLQHVV 3URFHVV 'LDJUDPDecompose a process (28)Display organization unit swimlanes (29)Create objects of the composite process diagram (31)Design relations between objects in thecomposite process (37)Navigate through business process diagrams (39):RUNLQJ ZLWK WKH &RPSRVLWH 3URFHVV 'LDJUDPCreate a message format (42)Define actions on processes (44)Define conditions on flows (46)Use a resource (48)LLLCheck the BPM (51)2UJDQL]LQJ WKH 'LVSOD\Add rounded angles to flows (54)Change the color of the set of swimlanes (57)Add free text (59)Print the model (61)Exit PowerDesigner (62)%30 *ORVVDU\,QGH[LYY$ERXW 7KLV %RRNThis book contains step-by-step lessons to learn how to use the PowerDesigner Business Process Model modeling environment. It shows you how to do the following:♦Build a Business Process Model (BPM)♦Use processes, flows and other modeling objects ♦Decompose a process ♦Organize your model This book is for anyone who will be designing or building a BPM with PowerDesigner. It requires an understanding of object modeling. Some experience with programming languages might also be helpful for advanced users but not required. For more information, see the Bibliography section at the end of this chapter.The PowerDesigner modeling environment supports several types of models:♦&RQFHSWXDO 'DWD 0RGHO &'0 to model the overall logical structureof a data application, independent from any software or data storage structure considerations♦3K\VLFDO 'DWD 0RGHO 3'0 to model the overall physical structure ofa database, taking into account DBMS software or data storage structure considerations♦2EMHFW 2ULHQWHG 0RGHO 220 to model a software system using anobject-oriented approach for Java or other object languages♦%XVLQHVV 3URFHVV 0RGHO %30 to model the means by which one ormore processes are accomplished in operating business practices♦)UHH 0RGHO )(0 to create any kind of chart diagram, in a context-free environment6XEMHFW$XGLHQFH'RFXPHQWDWLRQ SULPHU$ERXW 7KLV %RRNYL This book only explains how to learn the basics of the BPM. For information on other models or aspects of PowerDesigner, consult the following books:*HQHUDO )HDWXUHV *XLGH To get familiar with the PowerDesigner interface before learning how to use any of the models.&RQFHSWXDO 'DWD 0RGHO *HWWLQJ 6WDUWHG To learn the basics of the CDM.&RQFHSWXDO 'DWD 0RGHO 8VHU¶V *XLGH To work with the CDM.3K\VLFDO 'DWD 0RGHO *HWWLQJ 6WDUWHG To learn the basics of the PDM. 3K\VLFDO 'DWD 0RGHO 8VHU¶V *XLGH To work with the PDM.2EMHFW 2ULHQWHG 0RGHO *HWWLQJ 6WDUWHG To learn the basics of the OOM.2EMHFW 2ULHQWHG 0RGHO 8VHU V *XLGH To work with the OOM.%XVLQHVV 3URFHVV 0RGHO 8VHU¶V *XLGH To work with the BPM.5HSRUWV 8VHU¶V *XLGH To create reports for any or all models.5HSRVLWRU\ *HWWLQJ 6WDUWHG To learn the basics of the Repository.5HSRVLWRU\ 8VHU¶V *XLGH To work in a multi-user environment using a central repository.PowerDesigner documentation uses specific typefaces to help you readily identify specific items:♦monospace text (normal and EROG)Used for: Code samples, commands, compiled functions and files,references to variables.Example: declare user_defined…, the%HIRUH,QVHUW7ULJJHU template.♦UPPER CASEObject codes, reversed objects, file names + extension.Example: The AUTHOR table appears in the Browser. Open the fileOOMAFTER.OOM.♦EROG WH[WAny new term.Example: A VKRUWFXW has a target object.♦SMALL CAPSAny key name.7\SRJUDSKLF FRQYHQWLRQV$ERXW 7KLV %RRNYLLExample: Press the ENTER key.♦EROG LWDOLFTabs, buttons, commands.Example: Click the 6HOHFWLRQ tab. Select )LOH!2SHQ .The Workflow reference Model - .Business Process Model Language Specification - /.Document: Business Process Specification Schema - /.Alan Kotok, David R. Webber, David RR Webber - ebXML: The NewGlobal Standard for Doing Business on the Internet - New Riders Publishing,2001.%LEOLRJUDSK\$ERXW 7KLV %RRN YLLLC H A P T E R 1$ERXW WKH %30 7XWRULDOThis tutorial is a series of lessons in which you learn how to use PowerDesigner to build a Business Process Model (BPM).In this tutorial, you complete the BPM delivered in the tutorial file. This model is based on a real-life example of an information system. It provides a context for the exercises. As you build onto this model, you learn how to create all the basic elements of a BPM. You can then apply your knowledge to creating a BPM to suit your needs.You use PowerDesigner Business Process Model to build a BPM. A BPM is a conceptual model, which provides a close description of the business logic and rules from a business partner ’s point of view. It uses a diagram that shows interactions between processes, flows, messages and collaboration protocols from one or several start points to several potential end points.$ For more information on how to use a BPM, see chapter Business Process Model Basics in the %XVLQHVV 3URFHVV 0RGHO 8VHU V *XLGH .In a BPM, you can put design issues first because you do not have to worryabout the details of physical implementation. You deal principally with processes and their flows. These are easy to understand and to manipulate.You build a BPM to capture real-world processes, whether they are general or very specific, into a logical representation that can then be studied and manipulated to support different and better ways to accomplish these tasks.A BPM usually arises from a compelling business need or opportunity. It can be used as an input to determine the specific requirements of an information system.For example you build a BPM to:♦Understand business processes♦Improve business processes♦Graphically represent interaction between organizations within a company♦Illustrate the duration of a process cycle♦Crosscheck with entities to ensure completionWhat is a BPM?Why build a BPM?'RPDLQ RI DQDO\VLV'RPDLQ RI DQDO\VLV The model you are going to complete is purposefully simple but can nevertheless reflects a real world system design. It has been created in order to help you manipulate the BPM tools and objects in PowerDesigner and to give you a global view of how a process can be analyzed with the PowerDesigner Business Process module.The tutorial model describes how a company handles electronic incoming order requests. This is a new channel of order for the company that results in overloading, as it continues to process all orders, regardless of their origin, in the same manner. So the company decides to model the process in order to analyze it and find out what should be changed.When the company receives an electronic order request, the Sales Dpt registers the order in a ledger to keep track and checks the availability of the item ordered by the customer.Meanwhile, the order is passed to the Accounts Dpt to check the customer ’s credit card details.If the item is unavailable, the Sales Dpt sends an email to the customer to tell him that the order cannot be processed. In the same way, if it happens that the credit card details are unvalid, the Accounts Dpt sends an email to the customer to tell him that the order cannot be processed.When these two checks are performed, the Sales Dpt sends an email to the customer to tell him that the order is acknowledged and can be processed.The Sales Dpt can then send a request to the Warehousing Dpt for the item to be delivered. The Warehousing Dpt arranges delivery, dispatches the item and updates the stock.You are going to complete the provided model by focussing on the dispatch process.PurposeBackgroundProcessdescription$ERXW 7KLV %RRN This book only explains how to learn the basics of the BPM. For information on other models or aspects of PowerDesigner, consult the following books:*HQHUDO )HDWXUHV *XLGH To get familiar with the PowerDesigner interface before learning how to use any of the models. &RQFHSWXDO 'DWD 0RGHO *HWWLQJ 6WDUWHG CDM. &RQFHSWXDO 'DWD 0RGHO 8VHU¶V *XLGH 3K\VLFDO 'DWD 0RGHO *HWWLQJ 6WDUWHG 3K\VLFDO 'DWD 0RGHO 8VHU¶V *XLGHTo learn the basics of the To work with the CDM.To learn the basics of the PDM. To work with the PDM. To learn the basics of the2EMHFW 2ULHQWHG 0RGHO *HWWLQJ 6WDUWHG OOM. 2EMHFW 2ULHQWHG 0RGHO 8VHUV *XLGHTo work with the OOM. To work with the BPM.%XVLQHVV 3URFHVV 0RGHO 8VHU¶V *XLGH 5HSRUWV 8VHU¶V *XLGHTo create reports for any or all models. To learn the basics of the Repository. To work in a multi-user environment using a5HSRVLWRU\ *HWWLQJ 6WDUWHG 5HSRVLWRU\ 8VHU¶V *XLGH central repository.7\SRJUDSKLF FRQYHQWLRQVPowerDesigner documentation uses specific typefaces to help you readily identify specific items: ♦ monospace text (normal and EROG) Used for: Code samples, commands, compiled functions and files, references to variables. Example: declare user_defined…, the %HIRUH,QVHUW7ULJJHU template. UPPER CASE Object codes, reversed objects, file names + extension. Example: The AUTHOR table appears in the Browser. Open the file OOMAFTER.OOM. EROG WH[W Any new term. Example: A VKRUWFXW has a target object.SMALL CAPS♦♦♦ YLAny key name.$ERXW 7KLV %RRN Example: Press the ENTER key. ♦ EROG LWDOLF Tabs, buttons, commands. Example: Click the 6HOHFWLRQ tab. Select )LOH!2SHQ.%LEOLRJUDSK\The Workflow reference Model - . Business Process Model Language Specification - /. Document: Business Process Specification Schema - /. Alan Kotok, David R. Webber, David RR Webber - ebXML: The New Global Standard for Doing Business on the Internet - New Riders Publishing, 2001.YLL$ERXW 7KLV %RRNYLLLC H A P T E R1$ERXW WKH %30 7XWRULDOThis tutorial is a series of lessons in which you learn how to use PowerDesigner to build a Business Process Model (BPM). In this tutorial, you complete the BPM delivered in the tutorial file. This model is based on a real-life example of an information system. It provides a context for the exercises. As you build onto this model, you learn how to create all the basic elements of a BPM. You can then apply your knowledge to creating a BPM to suit your needs. What is a BPM? You use PowerDesigner Business Process Model to build a BPM. A BPM is a conceptual model, which provides a close description of the business logic and rules from a business partner’s point of view. It uses a diagram that shows interactions between processes, flows, messages and collaboration protocols from one or several start points to several potential end points.$ For more information on how to use a BPM, see chapter BusinessProcess Model Basics in the %XVLQHVV 3URFHVV 0RGHO 8VHUV *XLGH. Why build a BPM? In a BPM, you can put design issues first because you do not have to worry about the details of physical implementation. You deal principally with processes and their flows. These are easy to understand and to manipulate. You build a BPM to capture real-world processes, whether they are general or very specific, into a logical representation that can then be studied and manipulated to support different and better ways to accomplish these tasks. A BPM usually arises from a compelling business need or opportunity. It can be used as an input to determine the specific requirements of an information system. For example you build a BPM to: ♦ ♦ ♦ ♦ ♦ Understand business processes Improve business processes Graphically represent interaction between organizations within a company Illustrate the duration of a process cycle Crosscheck with entities to ensure completion 'RPDLQ RI DQDO\VLV'RPDLQ RI DQDO\VLVPurpose The model you are going to complete is purposefully simple but can nevertheless reflects a real world system design. It has been created in order to help you manipulate the BPM tools and objects in PowerDesigner and to give you a global view of how a process can be analyzed with the PowerDesigner Business Process module. The tutorial model describes how a company handles electronic incoming order requests. This is a new channel of order for the company that results in overloading, as it continues to process all orders, regardless of their origin, in the same manner. So the company decides to model the process in order to analyze it and find out what should be changed. When the company receives an electronic order request, the Sales Dpt registers the order in a ledger to keep track and checks the availability of the item ordered by the customer. Meanwhile, the order is passed to the Accounts Dpt to check the customer’s credit card details. If the item is unavailable, the Sales Dpt sends an email to the customer to tell him that the order cannot be processed. In the same way, if it happens that the credit card details are unvalid, the Accounts Dpt sends an email to the customer to tell him that the order cannot be processed. When these two checks are performed, the Sales Dpt sends an email to the customer to tell him that the order is acknowledged and can be processed. The Sales Dpt can then send a request to the Warehousing Dpt for the item to be delivered. The Warehousing Dpt arranges delivery, dispatches the item and updates the stock. You are going to complete the provided model by focussing on the dispatch process.BackgroundProcess description&KDSWHU  $ERXW WKH %30 7XWRULDO:KDW \RX ZLOO GRChapter 2 You will start PowerDesigner and open the BPM tutorial. You will specify model preferences, options, and properties then save the model under a new name. You will decompose a process to create a sub-process diagram and show the various tasks involved in the parent process and how they are related using flows. You will navigate through business process diagrams. You will define actions on processes and conditions on flows. You will define a message format on a flow and also use some of the global objects of the parent business process diagram within the sub-process diagram. You will check the model to ensure that the BPM you have built is methodologically correct. You will use the display options and tools to organize the model. You will add free text and rounded angles to flows. You will use the alignment tools to align symbols and straighten flow lines. You will create swimlanes to show which organization unit is responsible for which process then save and close the PBM.Chapter 3Chapter 4Chapter 5+RZ ORQJ LW ZLOO WDNHYou can do this tutorial in one sitting in about 1 and 1/2 hours. You can also stop after any lesson, save your model, then pick up where you left off at a later time. Each lesson also gives you an estimated completion time for that specific lesson.:KDW \RX ZLOO OHDUQYou will learn basic business process modeling techniques for modifying and optimizing a BPM, including: ♦ ♦ ♦ ♦ ♦ ♦ How to create the basic elements of a BPM: processes and flows that relate them How to decompose a process How to define simple actions on processes How to create a decision How to define conditions on flows How to create a message format :KDW \RX ZLOO GR ♦ ♦ ♦ How to use organization units How to access a resource How to check a model&KDSWHU  $ERXW WKH %30 7XWRULDO6HWWLQJ XS \RXU ZRUN HQYLURQPHQWBefore you begin, make sure that the files you need for the exercises are on your hard disk. When you install PowerDesigner, these files are installed in the PowerDesigner 9\Examples\Tutorial directory. When you have finished with this tutorial you can delete them if you want. Model files The BPM tutorial uses the following files:)LOH BPMBEFOR.BPM BPMAFTER.BPM 'HVFULSWLRQ Starting tutorial BPM Finished tutorial BPMWhen you finish this tutorial, you can compare your BPM with the finished tutorial BPM (BPMAFTER.BPM).6HWWLQJ XS \RXU ZRUN HQYLURQPHQWC H A P T E R2+RZ WR %HJLQ WKH %30 7XWRULDOTo begin this tutorial, you have to start PowerDesigner and become familiar with the software global interface. You will learn to create a new BPM and use the tool palette. You will open the tutorial model to define its display preferences, model options and model properties. Next, you will save it under a different name so that you can go back and use the original model again if you want to repeat the exercises. What you will do In this lesson you will: ♦ ♦ ♦ ♦ ♦ ♦ ♦ Start PowerDesigner Create a new BPM Use the tools in the tool palette Open the BPM tutorial Define BPM preferences and options Define BPM properties Save the BPM tutorial+RZ ORQJ ZLOO LW WDNH" About 20 minutes.&KDSWHU +RZ WR %HJLQ WKH %30 7XWRULDO5HOHDVLQJ D WRROA tool remains active until you release it. You can release a tool, by selecting another tool, or by clicking the right mouse button. When you click the right mouse button, the Pointer tool is activated.The diagram should look like this:8Click the )ORZ 5HVRXUFH )ORZ tool in the palette.9Click inside the start symbol and while continuing to hold down themouse button, drag the cursor to 3URFHVVB . Release the mouse buttoninside 3URFHVVB .10Repeat the previous step twice to draw a flow between 3URFHVVB and3URFHVVB and between 3URFHVVB and (QGB .The diagram should now look like this:11Click the /DVVR tool in the palette.The Lasso tool is now active.8VH WKH WRROV LQ WKH 3DOHWWH12Click the cursor above a corner of the first process and while continuing to hold down the mouse button, drag the cursor so that you draw arectangle around the two processes.Release the mouse button.The processes and the flow that relates them are selected. Handlesappear around the lasso selection to show that they are selected.13Click one of the selected processes and drag it to a new position.The other process and the flow move with the selected process.14Click the 7H[W tool in the palette.The Text tool is now active.15Click next to the flow between the two processes.Some text appears in the area indicated by the rectangle.16Click the right mouse button.You release the Text tool.17Double-click the WH[W.A text box appears.18Type a VKRUW WH[W into the text box.19Click 2..The text appears in the diagram. Handles appear around the text.20Click a KDQGOH at the right edge of the text and while continuing to hold down the mouse button, drag the cursor to the right until all the textdisplays on a unique line.Release the mouse button.Click the diagram background.&KDSWHU +RZ WR %HJLQ WKH %30 7XWRULDOThe handles around the text disappear.21Click the 3RLQWHU tool in the palette.You will use this tool to select and delete one of the symbols.22Click one of the process symbols.This selects the object you want to delete.23Press the DEL key.The Confirm Deletion message box appears, asking you how you want todelete the selection.'HOHWLQJ REMHFWV If you select Delete object, you erase the graphic symbol and delete the object from the model. If you select Delete symbols only, you erase the graphic symbol, but keep the object in the model.24Click 2..The process and associated flows are removed from the diagram and deleted from the model.25Click the remaining process.Press SHIFT while you click the text added to the flow, (QGB and 6WDUWB .8VH WKH WRROV LQ WKH 3DOHWWHAll these objects are selected.26Press the DEL key, and click OK when the deletion message appears.The remaining objects are erased.In this section, you learned how to use some of the tools in the palette. You can now:♦Select a tool♦Release the active tool either by selecting another tool or by clicking the right mouse button♦Select a group of objects♦Move graphic objects♦Create text to document the BPM♦Delete objectsWhat you learned&KDSWHU +RZ WR %HJLQ WKH %30 7XWRULDO2SHQ WKH %30 WXWRULDOTo perform the rest of the tutorial, you must open the tutorial file. Thetutorial file is installed in the directory PowerDesigner 9\Examples\Tutorial.1 Select )LOH →2SHQ .A file selection window appears.2Select or browse to the 78725,$/ directory.Select the %30%()25 %30 file.Click 2..PowerDesigner displays the model in the BPM diagram.3Press the F 8 key to display the whole model in the BPM diagram, ifnecessary. The model may not look exactly like the one shown below:2SHQ WKH %30 WXWRULDO$GMXVW GLVSOD\ VFDOHYou can choose the display scale most comfortable for your eyes, by selecting View→Scale and choosing a scale.4Select Model→Processes to view the list of the processes contained in the BPM model.'LVSOD\ WKH FROXPQ \RX QHHGIf a list column is not visible, click the Customize Columns and Filter tool from the toolbar. A selection box appears listing all the columns displayed in the list. Select the appropriate check box for the column that is not displayed, then click OK. The column appears in the list.5Click Cancel to close the list of processes.&KDSWHU +RZ WR %HJLQ WKH %30 7XWRULDO6Select Model →Flows to view the list of the flows that link the processescontained in the BPM model.7Click Cancel to close the list of flows.'HILQH %30 SUHIHUHQFHV'HILQH %30 SUHIHUHQFHVBefore you begin working, you will define certain display preferences for the BPM.$ For a complete description of all BPM preferences, see the %XVLQHVV 3URFHVV 0RGHO 8VHU V *XLGH .1 Select 7RROV →'LVSOD\ 3UHIHUHQFHV from the menu bar.The Display Preferences dialog box opens to the General page.2Verify that the +RUL]RQWDO radio button is selected in the 2UJDQL]DWLRQ XQLW VZLPODQH groupbox in the lower part of the dialog box.For each organization unit swimlane, this preference displays the swimlane horizontally.3Select the )ORZ node, under the 2EMHFW 9LHZ node, in the &DWHJRU\ tree view.The Flow page appears.4Verify that the 6KRZ PHVVDJH IRUPDW V\PERO check box is selected and deselect all other check boxes:For each flow symbol for which a message format is defined, these preferences display the message format symbol on the flow.5Click the 6HW $V 'HIDXOW button.6HW $V 'HIDXOW When you click the Set As Default button, you apply the display preferences to the current business process diagram in the model, and to the composite process diagram (or any diagram of the same type)you will create afterwards.6Select the 5HVRXUFH )ORZ node, under the 2EMHFW 9LHZ node, in the &DWHJRU\ tree view.The Resource Flow page appears.7Verify that the 6KRZ PHVVDJH IRUPDW V\PERO check box is selected and deselect all other check boxes:For each resource flow symbol for which a message format is defined,these preferences display the message format symbol on the resource flow.8Click the 6HW $V 'HIDXOW button.。

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BPM and StrategyBusiness Process Management is a methodical platform that allows businesses to improve the efficiency and effectiveness of their workflows by increasing the sharing of information, transparency of transactions and communication channels all through a data management system. It is a continuous management process that provides structure within an organization and ensures that all processes are integrated and working to achieve the same goal. An important objective for any business should be optimal customer satisfaction and by implementing such a system customer value will be created through improved efficiency and effectiveness. The impact of all this on Technobuild could be an upturn in the current downward sales trend.The potential benefits of using business process management are extensive, provided it is implemented correctly and monitored accordingly. It ensures that all important information is correctly translated to all employees. The business functions and the role that each employee must play are clearly defined and as a result relations and communication channels internally and externally will be enhanced. BPM is technology enabled and will assist Technobuild in becoming more technologically savvy. By digitizing most of their processes and ensuring that all changes regarding design and implementation are carried out quickly the business can eliminate all outdated systems and possibly gain a competitive advantage in the market. Change is an aspect that Technobuild must constantly be aware of and be ready to implement. Customer preferences many change or new opportunities may arise and BPM allows for those changes faster than any other options.Strategy is a plan of action used to guide and assist a business to achieve its long term goals. It is shaped by both internal and external factors which help identify an organization’s strengths and weaknesses. BPM will ensure that Technobuild’s capabilities and resources are used in the most effective way when it comes to strategic decision making in order to create value for its customers. Value chains are a group of activities focused on developing and putting out the best possible product. They play an important role in strategy in that they ensure that the product is of optimal quality and is of the standard expected by customers. Each process a product goes through must create value and improve the product as a whole. If a process is identified as not adding any value it should be redesigned or completely eliminated if necessary to ensure that no extra costs being incurred. Technobuild may have stages within their processes that are only contributing to delays rather than adding value.Problem AnalysisThe company has been faced with so many problems that result in dealingwith broken business processes. Some of these problems are poor departmental coordination, bad work flows, delays in both selling and producing processes which are mostly caused by paper base system or lack of streamlined computer base process, no centralised store of data because of poor IT, inadequate office equipment, inaccurate and out of date information especially in accounting statements and customers’ addresses, and also usingmail to order supplies. The consequences of these problems are client dissatisfaction, loss of sales followed by a reduction of profit and slow response. (Figure1)Theproblem, considered the most urgent one, happens inthe production department where delays in both the selling goodsand producing processesare occurred. Some factors such as theabsence of inventory of finished goods which causes physical stock check and old clients’ addresses data, leaddelivery to postpone which is caused by the most urgent problem “delay in producing process”. This problem is mostly affected by absence of a warehouse department and also inventory control.(Figure 2)Technobuild is experiencing great delays in their ordering and selling processes due to the fact that they do not have a re-order point and purchase orders are mailed to suppliers with responses only being receivedapproximately after six week. Efforts need to be made to reduce the delays seeing asthemanufacturing products alreadytake too much time due to limited production lines and time taken to produce each one.Manufactured goods are created by using a series of tasks that take a group of inputs and alter them into the desired outcomes which is referred to business process. According to the chart of organisation, the production department has 14 employees per se, where it seems that no tasks are defined and nobody is responsible for a particular duty.All the work engaged in manufacturing the products and the processes used to produce them called scope.In being ensured that we maintain scope, a methodology has been offered. At first, a simple flow diagram describing a set of activities linked to structure a process (Figure3), and then extends to a 'process scoping diagram'.It is included all input, output, process flow and day to day management problems plus problems with control and enablers. This diagram (figure4) helps with the estimation and scope of a To-Be process.Proposed SolutionThere are numerous solutions that the company could use such as introducing ERP system to replace the manual system and automate functions. The company needs to update equipment and information frequently. The company has to focus on production such as establishing a Warehouse department and introducing double shifts and adjusting production time. Identifying alternative closer suppliers to reduce total cost is also a wise choice.MicrosoftPowerPoint PresentatioAs is shown in the “To Be” process flow diagr am, when a customer places an order, Sales will receive it and pass it to order entry. If the order is complete and not rejected, it will be sent to the Warehouse. Unlike the “As Is” process, the Warehouse will be a department in the “To Be” process, which is in charge of checking inventory. The company needs to introduce a re-order point system to identify low level of stock. Once the Warehouse receives the order, they will send a packing list to Accounting and hold products until the customer has made payment. After receiving payment confirmation from Accounting, the Warehouse will let Logistic ship the order to the customer. Order entry will close the order under this circumstance.According to re-order point system the availability of products will be checked. If products are insufficient, the Warehouse will check raw materials. If they are available, they will be sent to Production where schedule production begins and finished goods will be sent to the Warehouse.Meanwhile, raw materials will be checked and if they are not available, the Warehouse will contact Purchasing to place an order to the suppliers. The suppliers will ship parts to the Warehouse and send an invoice to Accounting. When Accounting makes payment, the transaction will be completed. Fur thermore, the IT department will have an ERP system throughout the whole “To Be” process to support every department and every process.By using these proposed solutions and implementing this “To Be” process above, the company could replace the manual system to save cost and improve efficiency. By updating equipment and information, all the process flows will be running more effectively. Besides, by adjusting organizational structure and changing production pattern, the delays in the production processes could be reduced. Ultimately, client dissatisfaction will be decreased and sales will be increased.In order to use ERP and other systems, the company needs to establish an architecture which is valuable for it. By developing a “business process architecture”, from the internal perspective, both CEO and employees will get a clearer vision of what kind of business their company is really in, how a value chain works and what responsibilities they take. Instead of only focusing on their own parts, different departments will begin to concentrate more on the process as a whole. Therefore, a better communication system will be developed and tensions between members of each group will be alleviated. From the external perspective, this architecture could make some adjustments to current organizational structure which leads to improvement of efficiency and stimulation of revenue growth. In the case of this company’s architecture, sales and order entry will be responsible for customers’ order. While the Warehouse, Purcha sing and Production will deliver resources and send messages to each other via ERP system to complete the production cycle and contact suppliers at the same time. Logistics will only interact with the Warehouse inside of the organization. Accounting deals with both internal and external entities. In order to alleviate tensions within this architecture, the company could develop a more harmonious working environment. Enterprise Resource Planning (ERP) system is used to fully integrate all the key intracompany processes to make sure that departments are communicating with each other and working together.There are three types of data in the enterprise system. Organizational data are used to define the company’s structure. Master data are used to define entities’ information. While transaction data are used to reflect daily processes.SOLUTIONS AND CONSIDERATIONSThere are some internal and external factors that could hugely impact not only the implementation of BPM but also the future success of the company. The biggest challenge will most likely to be financing.Technobuild needs to be financially stable enough, to replace all out dated machines and to purchase new and more advanced equipment to suit the needs of the new processes. Training costs to ensure that all employees are comfortable and understand how their jobs will change will be significant.Technobuild may even consider hiring experts to assist with the transition. The likelihood of there being workforce resistance is extremely high seeing as they all appear to be very contented and happy with the systems they already have in place. The time to train all the employees and go through the entire development and implementation stages must be carefully considered.Applying these changes will also come with numerous risks. One of Technobuild’s main suppl iers is based in Singapore. If the new processes bring about some sort of disorder leaving the supplier confused and unhappy their business relationship will be compromised. Seeing as this is the only supplier who can manufacture the components that they need, they cannot afford to do anything that will negatively impact that particular supplier or else their production will be brought to an absolute halt.If the company finds a new way to make its products that may reduce production time or perhaps introduce a new feature to help boost sales BPM will make the adaptation stage much easier.The new processes are likely to result in some changes to the actual finished good. These changes whether minor or drastic, need to be considered so that they do not negatively impact the customers. Producing a good that will still look and function the way customers like will be important or else sales will be lost. The economy and other external factors such as increased competition, trade restrictions or political instability will all have an impact on the success of this project and therefore careful research and development must be carried out.RECOMENDATIONS∙Introduce ER systems to automate most functions and to allow for centralized data to improve efficiency and eliminate unnecessary delays along with coresupport and management processes∙Carry out research and development to identify any other suppliers who are closer and can manufacture the needed components and also investigate ways to improve the products∙Consider introducing double shifts, and adjusting the starting time of production in order to ensure that the entire process can be completed in one day ∙Introduce a new policy that ensures that customers pay for their goods before delivery not after∙Have regular supervisory checks for each department to make certain that all processes are running efficiently and effectively∙Implement a business architecture as soon as possibleReference:Harmon, P 2014, Business Process Change - A Business Process Management Guide for Managers and Process Professionals, Third Edition, Morgan Kaufmann, Massachusetts, USA. Magal, S and Word, J 2009, Essentials of Business Processes and Information Systems, John Wiley & Sons, Hoboken, NJ, USA.Schwalbe, K 2007, Information Technology Project Management, Fifth Edition, Course Technology, Cengage Learning, Massachusetts, USA.。

FACT SHEETEditorial ContactsDiana Wong, HP+1 408 893 9669****************** Celeste Malia, HP+1 650 996 1459********************HP Media Hotline+1 866 266 7272 /go/newsroom Hewlett-Packard Company 3000 Hanover StreetPalo Alto, CA 94304 HP Application Lifecycle Management 11New solutions empower clients to better plan, buildand release quality applications to accelerateinnovationOverviewHP Appli cation Lifecycle Management (ALM) 11 is the industry’s first unified, technology and process-agnostic, scalable platform. HP ALM enables IT to manage the application life cycle and connects the delivery of applications from project proposal through operations.Expanding the HP Software Applications portfolio, the new platform drives innovation by enabling change-ready IT teams to rapidly deliver applications in response to shifting business requirements. By eliminating the gaps between work processes performed in IT silos, HP ALM 11 delivers high-quality applications within established timeframes and budget, leveraging available skill sets.Comprehensive managementHP ALM 11 provides disparate teams typically working with different toolsets, with a common platform across the application delivery processes. These include enterprise architects, business analysts, developers, quality assurance professionals, security experts and production teams. It provides a complete line of sight for planning, building and releasing highly complex applications. The scalable platform offers a modern and open architecture that can be easily extended.Improved predictabilityThe new Project Planning and Tracking feature included in HP ALM, improves predictability by forecasting a project’s progress. Project managers create a project plan and define milestones, key performance indicators (KPIs) and exit criteria for each task. HP ALM 11 automatically tracks activities and related KPIs across the application life cycle against the established milestones, and alerts key stakeholders of risks to the schedule. With a reliable, real-time view into the state of active projects, even the most complex application projects are manageable.Closer alignment with the businessHP ALM 11 promotes communication between the business, application developers and quality assurance (QA) professionals by helping to create application requirements using familiar tools, including:—Business process models visually represent process flows enabling business analysts tocreate a complete set of application requirements, eliminating duplication oroversight. As a result, business analysts, QA professionals, developers and security teams can effectively collaborate to create applications that meet business needs.—The rich text editor, which is similar to data input in Microsoft® Word for entering application requirements into HP ALM, accelerates adoption by business analysts.—Customized templates and workflows enable business analysts to capture requirements in a consistent structure across the organization. This eliminates rework and enables consistent, valid, clearly defined requirements for higher qualityapplications.Improved collaborationIntegrated development environments (IDEs) are essential to improving collaboration among stakeholders on an applications team. HP ALM is pre-integrated with all major IDEs allowing developers to view application requirements and defects directly from their working environment without accessing a separate tool. HP ALM includes out-of-the-box integration with Visual Studio/TFS and Eclipse, which creates traceability between requirements, defects and source code.A single, comprehensive platformThe HP ALM platform provides the foundation for new versions of HP Quality Center and HP Performance Center, enabling application teams to manage the testing activities across the lifecycle, including monitoring the project status life cycle. As a result, clients can improve application predictability, repeatability quality, and change readiness from business idea through retirement.HP Quality Center 11.0 enables clients to:—Improve application quality with detailed traceability of requirements to tests and defects.—Optimize resources by aligning and prioritizing testing efforts to risk levels.—Gain predictability via real-time reporting of an application’s progress through delivery.—Test more efficiently with innovations in manual testing with HP Sprinter.—Gain repeatability via a centralized repository of shared requirements, tests and defects.HP Performance Center 11.0 enables clients to:—Improve application performance with detailed traceability of requirements to tests and defects.—Maximize productivity across distributed teams with increased support for centers ofexcellence, including version control, asset sharing and project grouping.—Increase collaboration with a single dashboard for application quality, performance and security across the life cycle.—Gain visibility with a topology infrastructure view for the system under test.Microsoft is a U.S. registered trademark of Microsoft Corporation.© 2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.。

外贸商务英语情景口语100主题1. Greeting and Introductions- Hello, I am glad to meet you. My name is [Name] from [Company Name].- Hi, I’m [Name]. I am the sales manager at [Company Name].2. Product Presentation- This is our latest product, which is in high demand in the market.- Our product has unique features that differentiate it from other similar products.3. Negotiating Prices- Can we discuss the pricing for a bulk order?- We are willing to negotiate the price if the order quantity is increased.4. Shipping and Logistics- How soon can the products be shipped to our warehouse?- We need to make sure the products are delivered on time.5. Payment Terms- What are the payment terms for the order?- We prefer to have a flexible payment arrangement.6. Quality Assurance- Can you assure the quality of the products?- We need to make sure the products meet our quality standards.7. Market Analysis- Can you provide us with a market analysis for the product?- We need to understand the target market for the product.8. Trade Shows and Exhibitions- Are you planning to attend any trade shows or exhibitions?- We are interested in participating in trade shows to promote our products.9. Business Contracts- We need to sign a formal contract for the business agreement.- Let’s review the terms and conditions of the contract.10. Cultural Differences- How can we overcome cultural barriers in doing business?- It is important to understand and respect cultural differences in business.11. Business Etiquette- What are the proper business etiquettes in your country?- We want to ensure that we follow the appropriate business protocols.12. Time Management- How do you manage your time effectively in business?- Time management is crucial for business success.13. Handling Complaints- What is the procedure for handling customer complaints?- We need to address any complaints from customers promptly.14. Building Relationships- Let’s focus on building a long-term business relationship.- Building a good relationship is essential for business growth.15. Ethical Business Practices- We believe in upholding ethical business practices.- It is important to conduct business with integrity and honesty.16. Branding and Marketing- How do you plan to promote your brand in the market?- Branding and marketing are important for business visibility.17. Cross-Cultural Communication- How do you communicate effectively across different cultures?- Understanding cross-cultural communication is essential in international business.18. Supply Chain Management- Can you provide information about your supply chain management?- Effective supply chain management is crucial for business operations.19. E-commerce and Online Sales- How do you utilize e-commerce for your business?- E-commerce has become an important aspect of business today.20. Import and Export Regulations- What are the import and export regulations in your country?- Understanding the regulations is important for international trade.21. Financial Planning- How do you plan your finances for business growth?- Financial planning is crucial for the success of any business.22. Risk Management- How do you mitigate risks in foreign trade business?- Identifying and managing risks is important for business stability.23. Business Networking- Let’s explore opportunities for business networking.- Building a strong network is important for business expansion.24. Taxation and Compliance- What are the tax requirements for foreign trade?- It is important to comply with tax regulations for international business.25. Data Analysis and Decision Making- How do you analyze data to make informed business decisions?- Data analysis is crucial for effective decision-making.26. Product Development and Innovation- How do you focus on product development and innovation?- Continuous improvement is essential for business growth.27. Market Entry Strategies- What are the strategies for entering new markets?- Market entry requires careful planning and strategic approach.28. International Business Law- How do you ensure compliance with internationalbusiness laws?- Understanding international business laws is important for legal protection.29. Environmental Sustainability- What is your approach to environmental sustainabilityin business?- Environmental sustainability is a growing concern in global business.30. Market Research and Analysis- How do you conduct market research and analysis?- Market research is important for understanding consumer needs.31. Customer Relationship Management- How do you manage your relationships with customers?- Building strong customer relationships is important for business retention.32. Trade Financing- Can you provide information on trade financing options?- Trade financing is important for facilitating international transactions.33. Foreign Exchange and Currency Management- How do you manage foreign exchange and currency fluctuations?- Currency management is important for international transactions.34. Outsourcing and Vendor Management- How do you manage your vendors and outsourcing partners?- Effective vendor management is important for business operations.35. Business Intelligence and Analytics- How do you utilize business intelligence and analytics for your business?- Data-driven decision-making is important for business success.36. Diplomacy and Conflict Resolution- How do you handle conflicts and maintain diplomacy in business?- Conflict resolution is important for maintaining good business relationships.37. International Trade Agreements- What are the trade agreements that affect your business?- Understanding trade agreements is important forbusiness planning.38. Regulatory Compliance- How do you comply with regulations in different countries?- Complying with regulations is important for international trade.39. Intellectual Property Rights- How do you protect your intellectual property in foreign trade?- Protecting intellectual property is important for business security.40. Digital Marketing and Social Media- How do you utilize digital marketing and social media for business promotion?- Digital marketing has become an important aspect of business promotion.41. Market Segmentation and Targeting- How do you segment and target your market effectively?- Understanding the target market is important for business success.42. Crisis Management- How do you handle crisis situations in business?- Crisis management is important for business resilience.43. Competitive Analysis- How do you analyze your competitors in the market?- Understanding competition is important for business strategy.44. Regulatory Changes and Updates- How do you stay updated with regulatory changes affecting your business?- Staying informed about regulatory changes is important for compliance.45. Business Continuity Planning- How do you plan for business continuity in case of disruptions?- Business continuity planning is important for risk management.46. Innovation and Technology Adoption- How do you adopt innovation and technology in your business?- Embracing technology is important for business growth.47. Strategic Partnerships and Alliances- How do you form strategic partnerships and alliances for business growth?- Collaborating with partners is important for business expansion.48. Crisis Communication- How do you communicate with stakeholders during a crisis?- Effective communication is crucial during crisis situations.49. Data Privacy and Cybersecurity- How do you ensure data privacy and cybersecurity in your business?- Protecting data and cybersecurity is important for business integrity.50. Talent Acquisition and Human Resources- How do you recruit and manage talent for your business?- Human resources management is important for business operations.51. Business Expansion and Globalization- How do you plan for business expansion in the global market?- Globalization requires careful planning and strategy.52. Sales and Marketing Strategies- What sales and marketing strategies do you implement for your products?- Effective sales and marketing strategies are important for business growth.53. Market Trends and Forecasting- How do you identify and forecast market trends in your industry?- Understanding market trends is important for business planning.54. Export Documentation and Compliance- What are the documentation requirements for export compliance?- Compliance with export documentation is important for international trade.55. Relationship Building with Suppliers- How do you build strong relationships with your suppliers?- Building good supplier relationships is important for business operations.56. Conflict of Interest Management- How do you manage conflicts of interest in business dealings?- Managing conflicts of interest is important for business ethics.57. Business Travel and Communication- How do you handle business travel and communication with international partners?- Effective communication during business travel is crucial for business success.58. Market Entry Challenges- What challenges do you face when entering new markets?- Overcoming market entry challenges requires careful planning and strategy.59. Social Responsibility and Ethical Sourcing- How do you ensure social responsibility and ethical sourcing in your business?- Social responsibility and ethical sourcing are important for business reputation.60. Market Positioning Strategies- How do you position your brand in the market for competitive advantage?- Strategic positioning is important for brand visibility.61. Regulatory Compliance Training- How do you provide regulatory compliance training toyour employees?- Training on regulatory compliance is important for business integrity.62. Business Analytics and Key Performance Indicators- How do you utilize business analytics and KPIs to measure business performance?- Monitoring business performance is important for business growth.63. Trade Tariffs and Import Duties- How do you manage trade tariffs and import duties for international trade?- Understanding trade tariffs and import duties is important for cost management.64. Market Penetration and Market Share- How do you penetrate new markets and increase market share?- Market penetration and market share growth are important for business expansion.65. International Business Networking Events- How do you leverage international business networking events for your business?- Networking at international events is important for business connections.66. Global Supply Chain Integration- How do you integrate your global supply chain for efficiency?- Supply chain integration is important for business operations.67. Risk Assessment and Risk Mitigation- How do you assess and mitigate risks in your business?- Identifying and managing risks is crucial for business stability.68. Product Packaging and Labeling Compliance- How do you ensure compliance with product packaging and labeling regulations?- Packaging and labeling compliance is important for product distribution.69. Sales Forecasting and Demand Planning- How do you forecast sales and plan for demand in your business?- Sales forecasting and demand planning are important for inventory management.70. International Trade Disputes and Resolutions- How do you handle trade disputes and find resolutions in international trade?- Resolving trade disputes is important for maintaining business relationships.71. Business Process Optimization- How do you optimize your business processes for efficiency?- Process optimization is important for business productivity.72. FDI (Foreign Direct Investment) and Market Entry- How do you attract foreign direct investment and enter new markets?- FDI and market entry strategies are important for business expansion.73. Business Risk Analysis and Contingency Planning- How do you analyze business risks and plan for contingencies?- Contingency planning is important for business resilience.74. International Trade Finance and Letters of Credit- How do you utilize trade finance options and letters of credit for international transactions?- Trade finance and letters of credit are important for trade transactions.75. Market Segmentation and Consumer Behavior- How do you segment markets and understand consumer behavior in different regions?- Understanding consumer behavior is important for marketing strategies.76. Ethical Supply Chain Management- How do you ensure ethical practices in your supply chain management?- Ethical supply chain management is important for business sustainability.77. Business Ethics and Corporate Governance- How do you uphold business ethics and ensure corporate governance in your business?- Promoting ethical business practices is important for business reputation.78. Product Compliance and Regulatory Certifications- How do you ensure product compliance and obtain regulatory certifications?- Products compliance and certifications are important for market access.79. Channel and Distribution Management- How do you manage your channels and distribution networks for effective sales?- Channel and distribution management are important for product distribution.80. International Trade Insurance and Risk Management- How do you utilize trade insurance and manage risks in international trade?- Risk management and insurance are important for business protection.81. Market Development Strategies- How do you develop new markets and identify growth opportunities?- Market development requires strategic planning and analysis.82. Business Fraud Prevention and Detection- How do you prevent and detect business fraud in your operations?- Fraud prevention is important for business security.83. International Business Terminology and Language Skills- How do you improve international business terminology and language skills?- Language skills are important for effective communication in international business.84. Innovation and Research & Development- How do you invest in innovation and research & development for new products?- Innovation and R&D are important for business growth.85. Market Entry Barriers and Market Access- What are the barriers to market entry and how do you gain market access?- Overcoming market entry barriers is important for business expansion.86. Product Recall and Quality Assurance- How do you handle product recalls and ensure quality assurance in your business?- Product quality is important for customer satisfaction and retention.87. Export Compliance and Trade Controls- How do you comply with export regulations and trade controls for international trade?- Export compliance is important for business trust and integrity.88. Channel Partnerships and Collaborations- How do you form channel partnerships and collaborations for business growth?- Collaborating with partners is important for business expansion.89. Competitive Pricing and Value Proposition- How do you set competitive pricing and offer value to your customers?- Value proposition is important for customer attraction and retention.90. Import Licensing and Customs Clearance- How do you obtain import licenses and manage customs clearance for your products?- Import licensing and customs clearance are importantfor product importation.91. Crisis Communication and Media Relations- How do you handle crisis communication and manage media relations during crisis situations?- Effective communication during crises is important for business reputation.92. Supply Chain Risk Management and Resilience- How do you manage supply chain risks and build resilience in your operations?- Resilient supply chain management is important for business stability.93. Rules of Origin and Preferential Trade Agreements- How do you comply with rules of origin and utilize preferential trade agreements for your products?- Preferential trade agreements are important forreducing trade barriers.94. Market Testing and Product Launch- How do you test markets and launch products effectively?- Market testing is important for understanding consumer response.95. Overseas Branches and Business Expansion- How do you establish overseas branches and expand your business internationally?- Overseas expansion requires strategic planning and investment.96. International Payment Terms and Currency Hedging- How do you negotiate international payment terms and manage currency hedging for your transactions?- Currency hedging is important for mitigating financial risks.97. Business Diversity and Inclusion- How do you promote diversity and inclusion in your business?- Embracing diversity and inclusion is important for business reputation.98. International Trade Agreements and Politics- How do international trade agreements and political factors affect your business?- Understanding political influences is important for business planning.99. Supply Chain Transparency and Traceability- How do you ensure supply chain transparency and traceability in your operations?- Transparency and traceability are important for product integrity.100. Exit Strategies and Business Closure- How do you plan exit strategies and manage business closure if needed?- Planning for business closure is important for risk management.。

asdan business simulation介绍-回复Asdan Business Simulation (ASB) is an innovative program designed to provide students with hands-on experience in running a business. By simulating real-life business scenarios, ASB helps students develop essential skills such as leadership, decision-making, teamwork, and financial management. In this article, we will explore the ASB program and discuss the step-by-step process of how it works.Step 1: Introduction to the programASB starts with an introductory session where students are introduced to the concept of a business simulation. They learn about the various aspects of running a business, such as marketing, production, finance, and human resources. The session also explains the objectives of the program and the skills it aims to develop.Step 2: Formation of teamsOnce the students have a basic understanding of business concepts, they are divided into teams. Each team represents a company and is responsible for making all the business decisions for their company. This team-based approach promotescollaboration, communication, and teamwork skills among the participants.Step 3: Selection of industry and setting goalsEach team selects an industry in which their company will operate. This could be anything from manufacturing, retail, hospitality, or technology. After selecting an industry, the teams set their objectives and goals for the simulation. These goals may include increasing market share, achieving a target level of profitability, or developing innovative products.Step 4: Decision-making and planningOnce the teams have set their goals, they start making decisions regarding their company's operations. They analyze market trends, manage production levels, set pricing strategies, devise marketing campaigns, and allocate resources effectively. These decisions are made in a controlled online environment, which simulates the real-world challenges faced by businesses.Step 5: Competition and collaborationASB incorporates both competition and collaboration aspects. While each team competes against others to achieve their goalsand become the most successful company, they also have opportunities to collaborate with other teams. Collaboration may include forming partnerships, joint ventures, or sharing resources to achieve mutual benefits. This aspect encourages students to develop negotiation, communication, and problem-solving skills.Step 6: Monitoring and analysisThroughout the simulation, teams need to monitor their company's performance and analyze the impact of their decisions. They track key performance indicators, such as sales, revenue, market share, and profitability, to ensure they are on track to meet their goals. This step helps students understand the importance of data analysis and the role it plays in driving business decisions.Step 7: Reflection and learningAt the conclusion of the simulation, students are given the opportunity to reflect on their experiences and learning. They evaluate the outcomes of their decisions, identify areas for improvement, and discuss what they have learned from the simulation. This reflection process helps students consolidate their learning and apply it to real-life business situations.ASB provides a comprehensive learning experience by combining theory with practical application. It allows students to step into the shoes of business leaders, make critical decisions, and experience the consequences of their actions in a controlled and supportive environment. The program not only equips students with essential business skills but also fosters an entrepreneurial mindset and a deeper understanding of the complexities of the business world.In conclusion, ASB is an engaging and educational business simulation program that offers students a unique opportunity to develop crucial skills needed for success in the business world. Through a step-by-step process of introduction, team formation, goal-setting, decision-making, monitoring, and reflection, students gain practical experience and acquire a deeper understanding of the principles and challenges of running a business. ASB undoubtedly prepares students for future leadership roles and empowers them to be innovative and resilient entrepreneurs.。