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kaplan mt400 full course [ all discussions all quizes and all assignments ]

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Question;discussions;1;This Discussion should help prepare you for the Assignment;in which you will select the process that you may be using for subsequent;Assignments. As part of your preparation, also read the Assignment instructions.;Take extra time this week to read what kinds of processes;are being described by your classmates. Use the Discussion to focus on a good;selection for your Assignment.;For this Discussion topic, do the following;Describetwoexamples of a business process from your;professional experience. Foreachprocess, clearly state (follow this format and;numberyour sections for each example);The objective.;The scope (where the process begins and ends).;A brief description of those involved (is this a one person;process, or do multiple people get involved?).;How would BPM help in this process?;As you progress through the course, you may need to analyze;elements such as, the connection of this process to company strategy, metrics;and goals of the process, stakeholders and team members involved, etc.;Use this Discussion topic as a preparation for the;Assignment: try to pick two examples that will provide you with enough;information without being too general. Your instructor will provide you with;additional guidelines and feedback. If you have found a good example in this;Discussion, you will be ready for completing the Assignment.;2;Throughout this course, many discussion opportunities come;up where you need to respond to other people's opinions and comments. Then;respond to your Discussion topic after you have completed your Reading.;Strategy Alignment;Using BPM to change a process (or processes) or to;development new processes must first begin with a comprehensive understanding;of the organizations "strategy." If the proposed new process does not;align with the organization?s strategy the entire modeling process may be;doomed to failure.;Different business strategies require different approaches, which;mean the business processes must be aligned to accomplish the goals set by the;strategy. A business process may appear to be working fine but if does not;support the strategy of the company, it will have a negative impact on the;business.;For this Discussion, give an example where a process;although itself not broken, does not match a company?s strategy. Then, describe;the problems that arise because of this. Chapter 13 has a discussion of various;business strategies and Table 13.2 shows the characteristics of various;strategies. You will also find a lot of information on various business;strategies through your own research. Your examples can come from this research;or your observations, but your arguments must be well supported using sources.;Please note that the point here is to explore a fit between;strategy and process: you are not trying to identify bad or broken processes.;You are looking for processes that are fine in and of themselves but do not fit;what the company is trying to accomplish and hence are an obstacle. Giving;examples of process that are clearly broken will not satisfy this question.;Use the following template;Briefly describe a company and their business strategy (must;be one of the three strategies from Figure 13.9 or one specified in the;Seminar).;Briefly identify abusiness processused by the company that;does not match their strategy.;Explain how this causes problems.;Why/how do you think this mismatch has occurred and is;continuing to take place?;3;Launch Pad Phase;Now that the foundation has been set for the BPM project it;is time to launch. The Launch Pad phase is where the project is scoped;established, and launched.;According to your book, the first two results that should be;expected from the Launch Pad phase will include;Definition of stakeholders involved or associated with the;project.;Stakeholder engagement and commitment, and documented and agreed;expectations.;The first five steps in this phase are all about ensuring;this is done properly. Even though the project team is engaged and working;hard, it is possible to fail in a project when the stakeholders or executive;management is not properly engaged. In fact, this is one of the most commonly;cited reasons for failed projects and an often discussed cause for frustration;for all involved.;For this discussion topic, search for and discuss a news;article or a case study in which a company has failed in a project due to lack;of stakeholder engagement. Answer the following questions, copying the numbered;format.;Describe what the project/situation was.;List who the stakeholders were.;Describe why they were not properly engaged (what;happened?).;Describe how this impacted the outcome of the project.;Do not forget to cite and reference your sources in APA;format (use the Kaplan Writing Center for APA help).;4;Determining Targets Through Root Cause Analysis;It is important to identify what issues will be targeted;before revision can begin in the upcoming Innovate phase. In the Understand;phase, you conduct root cause analysis which not only helps to determine the;right problems to attack, but also gather an understanding of where you are;currently and where you need to be. Correct identification will allow you to;make quick improvements, which would not be possible if you only treated the;symptoms.;For this Discussion topic, first;Explain, in your own words, what the difference is between;root cause analysis and simply identifying issues in a process.;Then, research and describe an article or a case study where;a company has performed a successful root cause analysis. This means they went;deeper than identifying just the symptoms.;Explain what the symptoms were and what root causes they;identified as the culprits.;How did this analysis help the company create quantifiable;specific targets/objectives in their improvement efforts?;Make sure to describe how they accomplished this- there are;various specific methodologies beyond sitting and talking in a room that can be;used for this purpose. For example, root cause analysis is part of Six Sigma;which has specific tools for carrying this out.;If you cannot clearly show the distinction between the root;causes and symptoms in the case, then you do not have the right case. You are;not looking for cases where someone just identified problems by talking to;people ? root cause analysis is a very specific term that describes using;formal methodologies to go beyond the most obvious issues. Your example should;demonstrate this in depth analysis.;5;Innovate Phase;Your book suggests that the purpose of the Innovate phase is;to make the process(es) within the scope of the project as efficient and;effective as possible. Further, it says that the best way to develop the new;process options and alternatives is through the use of various workshops. The;practice of using workshops and group input to examine processes and identify;potential avenues for improvement has been well researched (see step 7 in your;text for some discussion). There are various potential obstacles in this effort;and many methods have been suggested to handle them.;For this Discussion, do the following;Research and describe one methodology suggested for;improving the efficiency of innovate workshops for evaluating processes and;recommending improvements. The book contains a list of various innovation;activities.;Describe your experience with such a process where you were;part of a process improvement effort. What kinds of difficulties did you;experience and how were these resolved, if at all?;You may find that you will need to do additional research;using the Kaplan virtual library or the Internet.;Do not forget to cite and reference your sources in APA;format (use the Kaplan Writing Center for APA help).;6;When it comes to performance management and measurement ?you;get what you measure? or ?you get what you set.? When studying issues in this;area, it is very useful to see cases where management motivated the unintended;behavior from employees.;For this Discussion, research and summarize an article that;discusses a situation in which the performance management and measurement;systems put into place either failed to promote the desired behavior, or;outright backfired. Include the following details;Brief description of the situation.;The desired outcome.;The actual outcome.;Reasons why the effort failed.;7;Implement Phase Strategies;Table 20.1 lists four strategies for implementing projects.;As with other strategies, each approach may work or fail depending on the;specific situation. For this Discussion, select one of the four strategies.;Then using the Kaplan Library or the Internet, find an example of a real-world;implementation that used this strategy. After you describe the example, analyze;why you think they went with the strategy they selected and provide your;assessment whether they made the right selection.;8;The chapter on Realize Value Phase describes the steps that;must be taken to ensure targeted business benefits are realized. These steps;while they are all listed in this chapter, are meant to be carried out during;the earlier phases. These will tie the revision to a focused effort on;accomplishing the clear and justifiable goals set in the beginning of the;project.;For this Discussion, research news articles and give an;example where a BPM project failed to provide the expected benefits due to;skipping one or more of these steps.;Describe the situation.;Assess which of the steps listed in the chapter appear not;to have been carried out properly.;Were there clear metrics and justifiable goals in this;project? Why were these goals not achieved?;9;Balanced Score Card;In step 3 of the sustainable performance phase, balanced;score card (BSC) is discussed as one way of embedding ongoing performance;measurement into management. BSC is used quite a bit in organizations that want;to ensure their strategies are reflected in the performance metrics.;For this discussion;Research and describe a real world implementation of;balanced score card.;Discuss how it is used for sustaining performance as;described in this chapter.;This connection between the BSC implementation and;sustainable performance is the key to this discussion, so make sure your;example demonstrates this connection.;10;Topic 1: BPM in the Global Marketplace;Throughout this course, many discussion opportunities come;up where you need to respond to other people's opinions and comments. Then;respond to your Discussion topic after you have completed your Reading.;For companies whose operations span the globe, BPM can be a;strong tool in implementing change or establishing standards across all;operations. These efforts are very challenging, however, since the scale is so;large and the project is so difficult to coordinate.;For this Discussion, research and summarize an article about;a global company executing a BPM project either successfully or unsuccessfully.;Include the following elements;Summarize the situation and the company;What were the motivations for the effort? How did the;company expect the BPM project to help with their global competitiveness?;What were some challenges they faced in this project?;Were they successful? If they did well, what were the;critical success factors they were able to implement? If they failed, what were;the risks they failed to mitigate?;Topic 2: BPM Outcomes;You will end the Discussions with self-reflection. Take a;moment to look back and examine what you have learned. Then look ahead to your;plans for using the knowledge you gained. Answer the following questions;If you had to explain to your boss or to a prospective;employer what you have learned about business process management in this course;and how you can help them going forward, and you were limited to 200 words;(give or take), what would you say?;Now that you have gained this knowledge about BPM, do you;have any plans in your professional development or learning plans to build on;it?;quizes;The BPM house does not include;Student Answer: BPM foundations;BPM discovery;BPM enablement;Operational Processes;Points Received: 0 of 2;Comments;Question 2. Question: Which of the following statements is;true about BPM?;Student Answer: BPM is better than the past options for;process improvement.;External people are needed to support BPM.;There is a robust methodology to support BPM.;BPM is complex and difficult.;Points Received: 0 of 2;Comments;Question 3. Question: The critical success factor a BPM;project includes all of the following except;Student Answer: Time pressure for completing the project;Empowered BPM leader and team;Clearly understood business drivers;Driven by senior leadership;Points Received: 0 of 2;Comments;Question 4. Question: Which of the following is not a;trigger for considering BPM?;Student Answer: Compliance or regulation;The need to provide managers with more control;Hiring of new management;Poor stakeholder service levels;Points Received: 2 of 2;Comments;Question 5. Question: Which of the following is not one of;the legs of the BPM success stool?;Student Answer: People;Procedures;Process;Technology;Points Received: 2 of 2;Comments;Quiz 2;Question 1. Question: Which of the following is not one of;the ways BPM projects are typically initiated?;Student Answer: Strategy led;Budget led;Business issue led;Process led;Points Received: 2 of 2;Comments;Question 2. Question: Hamel?s innovation stack corresponds;to the strategy execution void in the 7FE model. Which of the following;elements is not part of the innovation stack?;Student Answer: Service innovation;Strategic innovation;Operational innovation;Management innovation;Points Received: 2 of 2;Comments;Question 3. Question: Which of the following is not one of;the three strategic options for a company based on Treacy and Wiersma?;Student Answer: Customer intimacy;Product Leadership;Operational excellence;Employee focus;Points Received: 2 of 2;Comments;Question 4. Question: Which of the following is not a;process improvement scenario?;Student Answer: Under the radar;Star project;Business as usual;Pilot project;Points Received: 0 of 2;Comments;Question 5. Question: Strategy determination, while;difficult, is the easy part. It is the execution of the strategy that is the;difficult aspect.;Student Answer;Points Received: 2 of 2;Comments;* Times are displayed in (GMT-07:00) Mountain Time (US;Canada);unit 3;Question 1.1.SMART project goals do not include which of the;following attributes?;(Points: 2);Specific;Measurable;Achievable;Robust;Question 2.2.Which of the following definitions are not used;in the Keen process worth matrix?;(Points: 2);Rewarding;Liability;Background;Mandated;Question 3.3.Which of the following is not a role in the;process teams?;(Points: 2);Team leader;Customer liaison;Process experts;User team representatives;Question 4.4.Which of the following is a deliverable;identified as an outcome of the Launch Pad Phase?;(Points: 2);Process maps;Project scope document;List of agreed process goals;List of high level business processes and metrics;Question 5.5.Which of the following should not be part of;determining process goals?;(Points: 2);Stakeholder needs;Benchmarking against competitors;Organization strategy;Current promises to customers;unit 5;Question 1.1.Which of the following risk does not belong in;the Innovate phase?;(Points: 2);The process does not match the strategy of the organization;The organization is too ambitious in solutions generated;Solutions generated are not feasible;Too many revision options are selected;Question 2.2.Which of the following is not an innovation;technique?;(Points: 2);Combination;Discovery;Tantalization;Synchronization;Question 3.3.Which of the following steps should be used to;create involvement and gather ideas?;(Points: 2);Executive kick-off workshop;Internal mobilization;Future process metric projection;Simulation;Question 4.4.Which of the following activities is not;related to innovation?;(Points: 2);Role playing;Forecasting;Demonstration;Brainstorming;Question 5.5.Process gap analysis does not include which of;the following?;(Points: 2);People skills evaluation;Process issues;Relevant metrics;Required changes;unit 7;Quiz 7;There is a portfolio of projects where there is a strong;interdependency. Which type of implementation strategy should the organization;employ when rolling out changes?;Student Answer: Big Bang;Parallel;Relay;Take over;Points Received: 0 of 2;Comments;Question 2. Question: If a revised process cannot be put;into place at the same time as the old process, which type of implementation;strategy should the organization employ?;Student Answer: Big Bang;Parallel;Relay;Take over;Points Received: 0 of 2;Comments;Question 3. Question: A process is being implemented in a;large scale project where there is a great deal of similarities across the;various regions and business units. Which type of implementation strategy;should the organization employ?;Student Answer: Big Bang;Parallel;Relay;Take over;Points Received: 2 of 2;Comments;Question 4. Question: Which type of plan is required to;deal with reversing an implementation?;Student Answer: Roll-out plan;Back-out plan;Contingency plan;Pilot program;Points Received: 2 of 2;Comments;Question 5. Question: User acceptance testing takes place;in which of the following activities?;Student Answer: Roll-out planning;Back out planning;Contingency planning;Pilot program;Points Received: 0 of 2;Comments;unit 9;Question 1.1.The deliverable ?value monitoring and;maximization? would be used in which phase?;(Points: 2);Enablement;Foundations;Realize value;Sustain performance;Question 2.2.Refining the performance management approach is;used in which phase?;(Points: 2);Enablement;Foundations;Realize value;Sustain performance;Question 3.3.Which of the following would not be an input;from the Understand phase to the Sustainable performance phase?;(Points: 2);Prioritized quick wins;Performance measures;Metrics baseline;People capability matrix;Question 4.4.Which of the following should not be embedded;in an organization?s performance management?;(Points: 2);Stakeholder visions and expectations;Management expectations;Customer experience throughout the process;Costs of implementation;Question 5.5.When evaluating project results, all of the;below are appropriate assessments except;(Points: 2);how much headcount was reduced.;how much faster the processes are executed.;how much employee satisfaction has improved.;how much customer satisfaction has improved.;unit 8;Question 1. Question;Identifying potential benefits and entering in a benefits;register should be accomplished in which phase?;Launch Pad;Understand;Innovate;Implement;Question 2. Question;Establishing baselines and comparative measurements should;be carried out in which phase?;Sudent Answer: Launch Pad;Understand;Innovate;Implement;Question 3. Question;The critical success factors in this phase include all of;the following except;Planning benefit delivery with respect to timeframes and;costs;Agreement of the roles, responsibilities and;accountabilities;Mapping out process details;Benchmarking against other organizations;Question 4. Question;Checks in the value monitoring maximization step do not;include;Creating an organization chart;Auditing internal compliance against benefit targets;Reviewing project plans and registers to ensure completion;of required activities;Reviewing benefits;Question 5. Question;Benefits delivery and tracking is part of which phase?;Foundations;Innovate;Realize value;Sustainable performance;unit 6;Question 1.1.Which of the following is not an objective of;the organizational chart created in the People Phase?;(Points: 2);Minimize departmental interfaces;Create direct access to upper management;Maximize process effectiveness and efficiency;Minimize the layers of management;Question 2.2.The goal of the people core capabilities gap;analysis is to;(Points: 2);Determine the gap in the skills required between the current;and redesigned process.;Determine the gap in the skills required between management;and line employees.;Determine the gaps in skills required that automation will;be designed to fill in.;Determine the increased capacity required to compensate for;the lacking skills.;Question 3.3.In a RASCI model,?R? stands for;(Points: 2);Reschedule;Resource;Responsibility;Review;Question 4.4.Which of the following is not a key element of;a people strategy?;(Points: 2);Relevant corporate values;Reward and recognition;Learning and development;Job creation;Question 5.5.The workplace shifts that must be considered in;the People Phase do not include;(Points: 2);Need for flexible working hours;Increasing number of contractors;Use of mobile technology;Unions and labor laws;unit 4;1.Which of the following is not true about quick wins?;(Points: 2);Quick wins can help the project become self-funding.;Quick wins should be suggested by front line employees.;Quick wins do not need approval so they can be executed;quickly.;Quick wins must be validated to ensure feasible;implementation.;Question 2.2.The reasons to complete a metric analysis do;not include which of the following?;(Points: 2);Provide an analytical view of the organization;Aid in the prioritization of the processes;Identify poorly performing employees;Allow benchmarking of process;Question 3.3.The Understand phase accomplishes all of the;following except;(Points: 2);Ensure a common understanding of the facts;Develop solutions for fixing deficiencies;Obtain key metrics for establishing baselines;Determine whether improvement is possible or necessary;Question 4.4.Process modeling does not accomplish which of;the following;(Points: 2);Create a map to which all employees must adhere;Demonstrate the shortcomings of the current situation;Create a common understanding of the process;Produce models that can be used as documentation;Question 5.5.The Understand phase report should include all;of the following except;(Points: 2);Purpose of this phase;List of stakeholders;Identified issues and causes;Proposed solutions;Unit 1 Assignment: Defining a Business Process;Your book proposes a business process management (BPM) model;that consists of 10 phases. As you learn about each of these phases, you will;be applying the concepts to a specific business process.;You will select the process you will use in this Assignment.;You will prepare the foundation for your project by identifying a real-world;organization that would benefit from applying the business process management;(BPM) model in the workplace. You may select the organization where you;currently work OR where you previously worked. If possible, you should strive;to choose an organization and process that you have knowledge about. If you;select an organization that you do not have direct contact with, be sure you;can gather sufficient information (via the library, the Internet, or by;interview) about the organization and its operations.;It is important to select a process that will provide a good;basis for applying the various phases that you will be learning. To get a;better understanding of what is coming up, it is recommended that you carefully;read the two and a half page summary of the 10 phases that starts on page 106.;This may give you an idea of what type of questions you will be asking about;the process you select.;For this Assignment, write a paper that includes the;following components (use the subheadings below);Organization;Identify and provide details regarding the organization for;which you will be presenting information about the BPM model. Include the;company name, location, size, and primary business area (What does the business;do?). Also, describe what connection you have to the organization, if any. If;not, explain how you will gather information about their operations.;Process;Describe the business process that you have selected, as you;did in the discussion. Clearly state;1. The objective of the process.;2. The scope (Where the process begins and ends).;3. A brief description of those involved.;In order to ensure the process you select is rich enough to;support this project, your answer to the items in the following checklist must;be ?yes.?Briefly explain each item;? Significance: Does this process have some strategic;significance or a significant impact on the operations of the organization?;? Scope: Does this process have various stakeholders, in;addition to multiple people involved in its execution?;? Clarity: Is it possible to identify and list the steps in;this process, from beginning to end?;? Outcomes: Are there specific goals and deliverables;associated with this process that can be listed and measured?;Justification;1) Why should the company undertake a BPM project on this;process (what are some triggers)?;2) How can this business or organization benefit the BPM;model?;Grading note:In the grading rubric below, you will see a;section on analysis andcritical thinking. The points in this section will;partly be based on your ability to apply the concepts discussed in your;Assignment to the specific circumstances and details of the;process/organization you selected. Writing in general terms, without applying;the concepts and analyzing your specific project, may get you points in the;content section, but you will lose points in the analysis section.;Directions for Submitting Your Assignment;Compose your Assignment as a Microsoft Word document and;save it as;Username-MT400- Assignment-Unit#.docx (Example: TAllen-MT400;Assignment-;Unit 1.docx). Submit your file by selecting the Unit 1;Assignment Dropbox by the end of Unit 1.;Review the grading rubric below before beginning this;activity.;Assignment grading rubric = 60 pointsnit;10 Assignment: BPM and Global Competitiveness;In this Assignment on case analysis of two global companies;implementing BPM, you will engage in developing the following professional;competencies;?Global awareness;For this Assignment, respond using the critical elements;below;Critical Elements;? Write your original response in Standard American English;paying special attention to grammar, style, and mechanics.;? Respond to the questions in a thorough manner, providing;specific examples of both the expected benefits and the risks/issues.;? Ensure that your viewpoint and purpose are clearly stated.;? Demonstrate logical and appropriate transitions from one;idea to another.;? Your paper should be highly organized, logical, and;focused.;In this Assignment, you will analyze cases 1 and 2 from the;chapter and respond to questions related to the role of BPM in global;competitiveness.;1. Case 1 describes a global automotive component company.;There were issues that limited the company?s ability to be more competitive in;the global marketplace and they were able to address these through a BPM;project. What were these issues and what were the expected benefits from BPM to;help them become more competitive?;2. How do you assess their success? If you think they are;doing well, what were the critical success factors they were able to implement?;If they are not doing well, why not (what are the risks they failed to;mitigate?);Part II ? Quick wins;In the second part of the Assignment, identify two quick;wins for your process. Describe what they are, how they can be accomplished;quickly and why they will provide a boost to the project.;Part II ? Quick wins;Quick win 1;Details;Quick win 2;Details;Directions for Submitting Your Assignment;Compose your Assignment as a Microsoft Word document and;save it as Username-MT400 - Assignment-Unit#.docx (Example: TAllen-MT400;Assignment-Unit 4.docx). Submit your file by selecting the Unit 4: Assignment;Dropbox by the end of Unit 4.;Grading note:In the grading rubric below, you will see a;section on analysis and criticalthinking. The points in this section will;partly be based on your ability to apply the concepts discussed in your;Assignment to the specific circumstances and details of the process/organization;you selected. Writing in general terms without applying the concepts and;analyzing your specific project may get you points for content section, but you;will lose points in the analysis section.;Review the grading rubric below before beginning this;activity.;Assignment grading rubric = 60 points;Unit 4 Assignment: Metrics and Quick Wins;Unit 2 Assignment: Strategy-Process Alignment;Following your Discussion this week, you are going to;explore the strategy of an organization then evaluate the connection of the;selected process to this strategy.;For this Assignment, write a paper that includes the;following components (use the subheadings below);Part I ? Organization?s Strategy;Briefly describe the following elements regarding your;selected organization;1. Vision/Mission;2. Goals;3. Implementation strategy. (Use the model by Treacy and;Wiersma in Chapter 13 and identify which one of the three strategic options;fits the company?s approach the best, explain how and why).;Part II ? Alignment of the Process to the Company Strategy;In this section of the Assignment, you are going to evaluate;a specific business process based on criteria detailed below. If you already;have selected a business process, continue using that and skip to the next;paragraph. If you have not yet selected the business processyou will use for;these Assignments, then begin by selecting one. E-mail your instructor and;clearly describe the objective of this process, the participants, and the;strategic significance for the company. The business process you select must;have a clear beginning and an end, with identifiable, specific steps. Your;instructor will confirm that the process you selected is suitable, or ask you;to select another one.;Based on the concepts in Chapter 13, assess the following;elements;1. How well does the process you selected supports strategic;choice (based on #1?3 above)? Your analysis should be specific to the selected;business process and not a general discussion of the business.;2. Where in Table 13.6 would this process fall with respect;to the BPM activity and approach? Explain.;Directions for Submitting Your Assignment;Compose your Assignment as a Microsoft Word document and;save it as Username-MT400 - Assignment-Unit#.docx (Example: TAllen-MT400;Assignment-Unit 2.docx). Submit your file by selecting the Unit 2: Assignment;Dropbox by the end of Unit 2.;Grading note: In the grading rubric below, you will see a;section on analysis and critical thinking. The points in this section will;partly be based on your ability to apply the concept;discussed in your Assignment to the specific circumstances;and details of the process/organization you selected. Writing in general terms;without applying the concepts and analyzing your specific project may get you;points for content section, but you will lose points in the analysis section.;Review the grading rubric below before beginning this;activity.;Assignment grading rubric = 60 points;Unit 2 Assignment: Strategy-Process Alignment;Unit 2 [MT400: Business Process Management];Unit 5 Assignment: Innovation and Risk;The chapter on the Innovate phase lists the recommended;steps to ensure that the phase is executed successfully. In this Assignment;you will explore the risks associated with not carrying out these steps;properly and you will examine which types of innovation activities would be;best.;In this Assignment, you are going to evaluate a specific;business process based on criteria detailed below. If you already have selected;a business process, continue using that and skip to the next paragraph. If you;have not yet selected the business process you will use for these Assignments;then begin by selecting one. E-mail your instructor and clearly describe the;objective of this process, the participants, and the strategic significance for;the company. The business process you select must have a clear beginning and an;end, with identifiable, specific steps. Your instructor will confirm that the;process you selected is suitable, or ask you to select another one.;For this Assignment, write a paper that answers the;following questions (use the subheadings/numbered questions below to organize;your paper);Question 1 ? Risk Analysis;Which of the steps that the book recommends for the Innovate;phase do you think is most critical for your BPM project?;1. Explain the importance of the step for your selected;process. Be specific to your situation, do not describe the significance of the;step in general terms.;2. Justify your answer by stating what risks will arise if;the step you identified is not carried out properly.;3. Explain what measures you will take to implement this;step properly and mitigate these risks in your project.;Do not provide generalities. Make

 

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