Business processen 2019-2020 PDF

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Business processen Business Model Canvas (BMC)

Het Business Model Canvas bestaat uit de vier hoofdgebieden van een onderneming. Deze zijn verdeeld in negen bouwstenen, deze laten de logica zien van hoe een bedrijf geld wil verdienen. De vier hoofdgebieden zijn: klanten, aanbod, infrastructuur en financiële levensvatbaarheid. [5] Klanten

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Klantsegmenten (CS): Om een succesvol bedrijfsmodel te creëren, is het nodig als bedrijf te beslissen aan welke segmenten waarde wordt geboden.

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Kanalen (CH): Een bedrijf kan zijn waardepropositie leveren aan de klanten door middel van verschillende kanalen. Effectief gebruik hiervan zorgt ervoor dat de waardepropositie snel, efficiënt en kosteneffectief geleverd kan worden. Een organisatie kan zijn klanten door middel van eigen kanalen (zoals winkels), partners, of een combinatie van kanalen bereiken.

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Klantrelaties (CR): Per klantsegment moet bepaald worden wat voor soort relatie het bedrijf wil aangaan. Er zijn verschillende motivaties voor een klantrelatie: acquisitie, retentie en/of upselling. Aanbod

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Waardepropositie (VP): Dit is de reden waarom een klant voor een bedrijf kiest en niet voor de andere. De waardepropositie is een verzameling van voordelen die aan de klanten worden geboden. Deze bouwsteen is verder uitgewerkt in het Waarde Propositie Ontwerp[6]

Infrastructuur

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Kernactiviteiten (KA): De Kernactiviteiten zijn de belangrijkste activiteiten om het bedrijfsmodel te kunnen uitvoeren.

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Mensen en middelen/key resources (KR): Deze bouwsteen beschrijft wat een bedrijf nodig heeft om het bedrijfsmodel uit te kunnen voeren. Dit kunnen zowel fysieke benodigdheden (zoals een kantoor) als niet-fysieke (zoals kennis).

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Strategische partners (KP): De strategische partners zijn andere bedrijven die helpen om het bedrijfsmodel te laten werken. Hierbij kan gedacht worden aan leveranciers of aan een joint venture. Financiële levensvatbaarheid

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Inkomstenstromen (R$): Dit is de manier waarop een bedrijf inkomsten genereert uit elk segment. Voorbeelden hiervan zijn eenmalige betalingen of een abonnement.

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Kostenstructuur (C$): Dit beschrijft alle kosten die een bedrijfsmodel met zich meebrengt. Als de waardepropositie bijvoorbeeld gericht is op lage kosten kan het van belang zijn bij deze bouwsteen de kosten zo laag mogelijk te houden.

TO-BE BMC Waarmee maakt het bedrijf het verschil?

Value Proposition Canvas As

mentioned above, the Value Proposition Designer Canvas is composed of two blocks from the Business Model Canvas, the Value Proposition and the corresponding Customer Segment you are targeting. The purpose of the tool is to help you sketch out both in more detail with a simple but powerful structure. Through this visualization you will have better strategic conversations and it will prepare you for testing both building blocks. Achieving Fit The goal of the Value Proposition Designer Canvas is to assist you in designing great Value Propositions that match your Customer's needs and jobs-to-be-done and helps them solve their

problems. This is what the start-up scene calls product-market fit or problem-solution fit. The Value Proposition Designer Canvas helps you work towards this fit in a more systematic way.

Customer Jobs First let us look at customers more closely by sketching out a customer profile. I want you to look at three things. Start by describing what the customers you are targeting are trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. Ask yourself: 

What functional jobs is your customer trying get done? (e.g. perform or complete a specific task, solve a specific problem, ...)

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What social jobs is your customer trying to get done? (e.g. trying to look good, gain power or status, ...)

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What emotional jobs is your customer trying get done? (e.g. esthetics, feel good, security, ...)

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What basic needs is your customer trying to satisfy? (e.g. communication, sex, ...) Customer Pains Now describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. Ask yourself:

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What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, ...)

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What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, ...)

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How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, ...)

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What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, ...)

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What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, ...)

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What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, ...)

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What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, ...)

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What common mistakes does your customer make? (e.g. usage mistakes, ...)

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What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, ...) Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light. For each pain indicate how often it occurs. Customer Gains

Now describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Ask yourself: 

Which savings would make your customer happy? (e.g. in terms of time, money and effort, ...)

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What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, ...) How do current solutions delight your customer? (e.g. specific features, performance, quality,

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...) 

What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, ...)

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What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, ...)

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What are customers looking for? (e.g. good design, guarantees, specific or more features, ...)

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What do customers dream about? (e.g. big achievements, big reliefs, ...)

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How does your customer measure success and failure? (e.g. performance, cost, ...)

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What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, ...) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Products & Services Now that you sketched out a profile of your Customer, let's tackle the Value Proposition. Again, I want you to look at three things. First, list all the products and services your value proposition is built around. Ask yourself which products and services you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Products and services may either by tangible (e.g. manufactured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Pain Relievers Now lets outline how your products and services create value. First, describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Ask yourself if they...

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... produce savings? (e.g. in terms of time, money, or efforts, ...) ... make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, ...)

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... fix underperforming solutions? (e.g. new features, better performance, better quality, ...)

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... put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, ...)

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... wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, ...)

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... eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, ...)

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... help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, ...)

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... limit or eradicate common mistakes customers make? (e.g. usage mistakes, ...)

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... get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, ...) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Gain Creators Finally, describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Ask yourself if they...

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...create savings that make your customer happy? (e.g. in terms of time, money and effort, ...)

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... produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, ...)

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... copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, ...)

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... make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, ...)

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... create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, ...)

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... do something customers are looking for? (e.g. good design, guarantees, specific or more features, ...)

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... fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, ...)

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... produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, ...)

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... help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, ...) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Business Process Wat is een Business Process

Value Chain van Porter

Soorten business processen

Business Proces Modelering Turtle diagram

Business Proces Modelering met BPMN + Cheatsheet op Toledo Week 7

Pools Pool A pool is a basic BPMN element that sets the boundaries of a business process. A pool will contain at most one business process. This means that two processes have to be modeled in two different pools. A pool may have visible internal details in the form of a process that will be executed (called a “White-box Pool”), or a pool may have no visible internal details (called a “Black-box Pool”). The type of pool that should be used will depend on the level of detail needed and the specific context. “White-box” pools are most commonly named after the corresponding business process (e.g. “requirement management process”, “help-desk process” or “service delivery process”), whereas “Black-box” pools are commonly named after the corresponding organization, person or system (e.g. “supplier”, “customer” or “content management system”). Lanes A Lane is a sub-partition within a pool and is used to organize and categorize activities of a process. Most commonly, a lane represents an organizational role (e.g. developer, analyst and manager). However, lanes may also be used for other purposes (e.g. first phase, second phase and third phase)

Common Misunderstandings The meaning and semantics of Pools and Lanes are commonly misunderstood. For example, a set of pools can be incorrectly treated as a set of lanes within a single pool or vice versa. This leads to syntactically and semantically wrong process models. Because of the semantic differences between pools and lanes, the BPMN flow elements (activities, gateways and events) are connected differently depending on whether they are used within a pool or

between pools. Within a pool, BPMN flow elements are connected with sequence flows in the following ways, presented in Figure 2.

Only message flows can be used when communicating “between-pools”. Message flows indicate the exchange of messages between two pools or processes, including their synchronization. Message flows can be used as defined in figure 3:

Note that in both cases the connections are allowed only between elements, as represented in the previous two figures. Based on these misconceptions, the following three mistakes are common when modeling BPMN: Mistake 1: Missing Sequence Flows Problem. When modeling multiple pools (e.g. in business-to-business situations, where two or more processes interact), a common mistake is when activities in a Pool are not connected to sequence flows. The most frequent reason for this mistake is that a modeler may treat multiple pools as a single process and incorrectly interpret messages flows as way of indicating a sequence of activities. This kind of process model is not valid because the sequence of activities has not been clearly defined.

Solution. The modeler should always model and validate individual pools, and bear in mind that a pool cannot contain more than one process. This means that all flow elements in a pool should be connected using sequence flows as defined in figure 2 and figure 3.

Mistake 2: Incorrect Usage of Sequence Flows Problem. Another common problem when modeling multiple pools is that a modeler may treat a set of pools as a single pool with multiple lanes. In this case, a modeler uses sequence flows between pools. The end result will be an incorrect model (see figure 2) of a single process that spreads over the boundaries of the pool.

Solution. The most common solution to this problem is to exchange pools with Lanes within a single model, as presented below. If several pools need to be used (perhaps when several independent processes exist), the solution to Mistake 1 should be used.

Mistake 3: Improper use of Lanes Problem. Sometimes a modeler may incorrectly treat a lane as a pool, thereby representing individual processes within separated lanes. This is wrong, because a lane is just a “activity-classifying mechanism”. The figure below shows this mistake.

Solution. The most common solution to this problem is similar to the previous one; define a single process out of two (shown in Figure 9). This means that the redundant start and end events are removed from the model. In the case that several pools are actually required (several independent processes exist), the solution to Mistake 1 should be used.

Nevertheless it is important to mention that it is not syntactically wrong if a single process has two start or two end events! For example, several different events could start a process in different places, for instance; an asynchronous start of a process through a message trigger, or the periodical start of a process every morning. On the other hand, it is common that a process ends at different end states (e.g. “successful treatment” or “unsuccessful treatment”). Conclusions This article introduced the concept of BPMN “swimlanes”, which can be modeled with “pools” and “lanes”. At a glance, both elements look very similar, however, they have completely different meanings!

A pool is a container for a single process, whereas a lane acts as an “activity-classifying mechanism”. Based on these differences, the way in which BPMN Flow elements are interrelated differs completely. In the case of between-pools interactions, only message flows can be used. On the other hand, only sequence flows can be used within a pool and between lanes.

Hoe ondersteunt IT het business model? - IT maakt deel uit van de Key Resources IT als volger en enabler De rol van IT in de organisatie

Volger

Enabler

Slimme geconnecteerde producten: nieuwe technologie stack

Mogelijkheden van slimme geconnecteerde producten Een-op-een een-op-veel veel-op-veel

ZPDRE en SCRUM Waarom – Wat – Hoe model

Requirements engineering is dus Een proces - Dat middels het construeren van eisen (requireme - De business behoefte definieert - Met als doel het oplossen van een probleem - En dat verifieert of de oplossing aansluit op het probleem en de business behoefte

Stappenplan

Voorbeelden van 4 soorten requirements

Voorbeeld processen Jazz4Business

Leerobjecten Business Processen Businessprocessen Hierarchie

Businessprocessen hierarchie

Globale businessprocessen Event -> Proces

SIPOC – Suppliers – Inputs – Process – Outputs – Customers Turtle diagram Iets geavanceerder dan een SIPOC-tabel is een Turtle-diagram. Deze tool geeft ons ook een overzicht van de belangrijkste aspecten van een businessproces. Proces Centraal in een Turtle diagram staat de naam van het proces. Het is best dat er minstens een werkwoord in deze naam voorkomt. Doel Wat willen we met dit proces bereiken? Wat is het doel? We denken hier niet meteen aan de output van het proces, want dat duiden we nog apart aan. Het gaat hier veel eer over de bestaansreden, het waarom van het proces.Klant Klant Het is belangrijk te weten voor wie we het proces uitvoeren. Voor wie is het resultaat van het proces bedoeld? Dat is de klant. Start Een proces begint ooit ergens mee. Doorgaans is dit het business event dat aanleiding gegeven heeft tot het proces. Einde Het moet ook duidelijk zijn wanneer het proces eindigt. Wanneer zijn we er mee klaar. Case processen zijn handig, want uit hun naam alleen al blijkt waarmee ze gedaan zijn. Verantwoordelijke Wie is "Verantwoordelijk" voor dit proces. We bedoelen hiermee de R van Responsible uit RACI (Responsible, Accountable, Consulted, Informed). Deze rol draagt de hoofverantwoordelijkheid om ervoor te zorgen dat het werk gedaan wordt. Voor een eenvoudig proces is dit meestal de enige uitvoerder van het proces. Maak onderscheid van de "Accountable" rol. Deze rol draagt de eindverantwoordelijkheid voor de kwaliteit van de resultaten. Het is over het algemeen de leidinggevende. Voor elk proces is er minstens één Responsible en één en slechts één Accountable.

Voor een complexer p...