From Arya Pratama

13. On page 129 forward, Alec describes how to link activities and determine business processes. What is the purpose of this step? Avoid using Alec's description; use simpler terms. What is the significance of 1:M and M:1 connections? How do you use these to delineate business processes among activities? What did Alan (in class) not like about M:M connections?

The purpose is to sequence business processes by using a method to link activities. This method will also analyze the linkages and determine process boundaries.

A 1:M connection between activities means that for each occurrence of the first activity is followed by multiple occurrence of the next. The 1:M relationship usually indicates a process boundary. In the M:1 relationship, it also indicates process boundary. It often means some time-triggered event occurs (e.g. billing at the end of the month).

14. In Alan's tripartite description of a process ("the dance"), which parts should be the targets of process reengineering (Alan described it)? Which part is often the focus in practice?

The dance: trigger --> steps --> results (deliverable)

Most people focus on the steps, when big gains are made when you examine whether it's the best or earliest trigger or the right deliverable. In some cases, a legacy process may have no deliverable.

15. Be able to describe the three different strategic disciplines (p. 166-169). Why is this a trilemma for those who want to be good at all three at the same time? Is a differentiator always relevant?

a) Operational excellence

b) Product Leadership

c) Customer Intimacy

You can go to pg. 167 for a quick description of all three. It's called a trilemma because you cannot emphasize all three at once (see botom of pg 168). You can strive at most for two of them. For example, by definition, a strong emphasis on product leadership and customer intimacy makes it very hard to achieve operational excellence.

A specific differentiator may not always be relevant. It depends upon the setting. Of course, pg. 170-171 directly addresses whether a differentiator is always relevant?

16. Describe the difference between a swimlane diagram vs. a use case. Contrast the purpose and overall construction.

A swimlane diagram is a high level, visual documentation of a process. It tells us how the work flows (e.g. from person to person in a handoff diagram) through showing a sequence of steps carried out by the involved actors.

A use case describes how an actor completes a process step by interacting with a system to obtain it. It is a single case in which a specific actor will use an info system to complete a task. A swimlane diagram is inappropriate for providing this level of detail.

3. Why is it so important to have an Executive to champion important IT projects? Is executive sponsorship enough? Or is there something else required?

An executive, usually not from the IT dept, should be the champion. It should usually be the executive that can represent the intended customer (e.g. Exec champion should be from marketing for a CRM installation). It's a practical statement of need and of course, helps to overcome politics.

Although executive sponsorhip is important, executive adoption should be the standard. It's demoralizing to have a marketing exec continue to insist upon using Excel rather than the CRM system.