INNOVATIVE DESIGN & THINKING
(IDT)
MODULE - 3
Design thinking for Business Process Modeling
Business process Modelling (BPM)
• Business process modelling (BPM) is a way of dividing business processes
into their basic components: functions and performed for the business.
• It shows how a product or service changes as it moves through the
organization process.
• Procedure models facilitate communication between stakeholders: Business
analysts, process partners and developers.
• It provides shared understanding so that everyone can provide information to
various process-related steps: Process Map, Process Detection, Process
Imitation, Process Analysis and Process Development.
Advantage of Business Process Modelling
1. Align operations with business strategy
2. Improves process communication
3. Increase control and consistency
4. Improve operational e ciencies
5. Gain competitive advantage
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Design Thinking in Business Process Modelling
• By disclosing how things are done in the organization, and comparing that
with how they should be done, BPM highlights dependence and interpersonal
relationships, process, and technology — and when those elements are ready
to be improved.
• Design thinking uses empathy to understand how people feel about using a
service or product, including where their frustration lies, and then builds on
that knowledge to build progress, with the ultimate goal of improving
customer lives and knowledge.
Agile in Virtual Collaboration
• The Agile methodology is a way to manage a project by breaking it up into
several phases. It involves constant collaboration with stakeholders and
continuous improvement at every stage.
• The Waterfall methodology — also known as the Waterfall model — is a
sequential development process that ows like a waterfall through all phases of
a project (analysis, design, development, and testing, for example), with each
phase completely wrapping up before the next phase begins.
• Agile method can accommodate changes at any time compared to the waterfall
method, and that is why collaboration between clustered groups slows down
processes faster.
• Without communication; interactions, improvements, editing, reviews, review
times etc. it also greatly reduces time and e ort.
• Remote or distributed performance is considered competitive and is considered
a suitable performance model.
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1. Allow Openness:
• Create a transparent environment.
• Provide a sense of con dence in the team members for the decisions
they make, to align these decisions with the goals and vision of the
company.
• Do not keep your responsibilities con dential.
• Explain the functions of the functions.
• Make sure the results are public as a whole.
• Collect the answer.
• Establish open communication channels.
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2. Establish a culture of continuous improvement:
• Call for improvement within the team.
• See opportunities for improvement and get ideas from the group.
• Listen to the suggestions and take appropriate action.
• The Agile Goal drives continuous development and thus team
members are open to opportunities for development.
• Generate calculated tests to use improvement e orts.
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3. Communication:
• The way you organize your communication is what determines the
outcome.
• Practice deep communication at all levels.
• Too much emphasis on communication is key.
• Communication does not only have to happen through emails, calls or
meetings, but in business most communication is done with the help or
ERP (Enterprise Resource Planning) tools that help you stay busy all the
time.
4. Rhythm Building:
• There are three essential elements in a fast - paced work ow: Clarity,
testing, and exibility.
• Scrum helps people and teams deliver value incrementally in a
collaborative way. Scrum is also called the three pillars of Scrum (Scrum
Guide, 2005).
• It is important that we build a tempo that works close to these Scrum
pillars.
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5. Develop a culture of courage and exibility:
• This is the idea of immediate failure.
• Set up a place where the team has the courage to take action to try
something new.
• The idea is to reduce delays.
• Find failure quickly and re-engineer your plans.
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6. Establish a stable environment and work life balance:
• A well-distributed team usually keeps its normal working hours leading to
overtime or working overtime.
• Establish rules and ensure that no member of the team violates these terms,
prompting partners to apply this principle.
• Plan accordingly and set reasonable expectations.
7. Visualize the whole thing:
• Task planning is a simple utility tool that gives you a clear interpretation of
tasks to be completed.
• Establish a solution that allows team members to monitor the ow of work,
show who is working on it, guide together and be able to choose the right
priority and at the right time.
• This solution will help you to scan problem areas and restore them properly to
improve your processes.
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Scenario Based Prototyping
• In complex software systems with multiple users portable prototypes are not
possible.
• To overcome this problem, a situation-based prototyping method can be proposed to
design complex software programs based on models, both structural and behavioral
models.
• This approach will support step-by-step enrichment and interoperability of the model,
the sequence between the artifacts collected during the previous design phases and
scenarios.
• The models provide a more legitimate result of the process of designing low-level
engineering works, so that the gap between design and engineering is narrowed.
• Circumstances de ne the sequence of events, re ecting the activities of one or more
individuals in the real world.
• Goals should be realistic, detailed and concise.
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