Business Process Management Assignment: Performance Evaluation Report For KFC, Australia

Question

Task: Context:

This business process management assignment is evaluating students learning basics of business process management in organisations. The assessment requests students to develop a business process management plan for a particular case in an organisation, a department or a project environment. The plan incorporates identifying the existing (As-Is) situation of the processes of the case, and a few possible future states (To-Be) of these processes for improvement on efficiency and other benefits. In addition, the students need to develop an ideal process (Should-Be) plan to best suit the organisation and the project. Furthermore, the students will provide a performance evaluation report based on the scenarios created in the “Should-Be” processes to complete this assessment.

Business Process Improvement Report

In continuum of Part A, students are required to compile a performance evaluation report, to demonstrate their understanding and knowledge developed from the Modules, by applying tools and techniques introduced in class activities and personal researches. The students should clarify the business or project constraints and assumptions to create a scenario, where can be “For” or “Against” the “To-Be” process.

Output:

The Business process improvement report should cover:

• Brief description of Audit process and Improvement methods chosen
• Evaluate and suggest whether the “To-Be” can be the “Should Be” based on the organisational resources and capability assessment.
• Establish and justify governance processes for BPM change
• Describe how to better ensure that all stakeholders are considered in both process and technology change.

Answer

Introduction 

The business performance evaluation report prepared within the business process management assignment will create a proper understanding of the business process improvement, which will help evaluate whether the "To-be" can be the "Should be" based on the organisational resources and capabilities. Proper justification of the governance processes for BPM change will also be discussed. The process through which the stakeholders can be engaged better and technology change will also be evaluated. 

Brief description of the audit process and improvement methods selected. 

The business process management in KFC Australia undertakes the information collection and planning for the audit process through its new project of IoT sensors. The project has helped KFC Australia in managing data-driven operations by increasing the visibility of data to meet customer demands. The audit process helped the company in reducing bottlenecks and lead times, which helped the members and stakeholders to be notified about the customer information management process. Auditing provides good ideas about planning and different processes (Sherrington, 2017). The IoT project has helped gather data about the stores and cool room temperature in KFC and helped the company improve its product sourcing process through discussion with its suppliers and stakeholders. The approach helped the company in increasing the additional sales. However, the company has also become able to manage the production and quality and to reduce the risk level and costs. The SQL server helps the stakeholders ensure auditing through the ingestion of the processed data within the software.

Moreover, the cloud-based data gathered from the IoT sensors regarding the customers also help the stakeholders to decide the objectives for the future. Designing the customer data for strengthening the digital customer base has created proper reporting and documentation regarding the BPM process. Data management is essential in the audit process (Hassan, 2020). The management of responses helps the stakeholders to ensure proper operations through the IoT sensor-based project. The customer data-driven approach helps the stakeholders to produce a final audit report. 

The improvement in KFC Australia through the project of IoT sensors will help the company to satisfy the demands of consumers within the shortest possible way. The data-driven BPM has helped the organisation to improve its customer services through cloud-based data lake Snowflake. Reduction of cost in production and improvement of quality has become possible due to the increased visibility of data through IoT sensors. The project increased the engagement of the stakeholders, which has helped KFC to become a demand-driven company. However, the product sourcing process is improved, which shows the opportunity for the company to increase sales. The SQL database server within the BPM system of KFC Australia had helped the company to deliver "datalicious data" to its customers for satisfying their demands. Customer demand management improves the profit range and marketing processes (Cook, 2017). Apart from that, the IoT sensors have helped the company to track the data visualisation process for managing transparency around the customer chain globally. The business process improvement helps generate a high profit and expand the business area (Casebolt, Jbara, & Dori, 2020). KFC Australia, through its IoT sensors, project, is managing the data transaction process and making data charts for future business expansion using the data optimisation channel. Therefore, the fastest and quality delivery has helped KFC Australia to improve its BPM system. 

Evaluation on whether the "To-be" can be the "Should be"

The business process map in KFC Australia, after undertaking the project of IoT sensors, has helped the company to collect consumer data within the product inventories which will help to increase the transparency level among the consumers. The data-driven management through the current BPM system in KFC Australia aims to undertake the "To-be" phase to identify the future opportunities of the project. Through the "To-be" mapping process, the company will gain insight regarding the sensor optimisation process and integrated action management within the information system. It will increase the data security for the customers, which should be required for gaining customer loyalty. The "Should-be" mapping based on the "To-be" opportunities will provide an idea about the necessary changes which the company needs to undertake for the future. The "Should-be'' mapping Incorporates proper integration within the information system for managing transparency in data-driven operations to maximise profit range and gain customer satisfaction. Data security within an information system needs cyber security management policies (Rolecki, & Yan, 2021). The "To-be" mapping shows the scope of stakeholders' integration through the IoT sensors project, which may help to add better features to the current system. Change should be implemented for managing collaboration within the stakeholders of the company for better result acquisition of the data-driven operations. Management of challenges will be possible through the redemption of issues of budget and time. The "Should-be" mapping involves a risk management process that may help manage the budget and time risk related to product and quality. The risk management process helps monitor the resources cost, data theft, timeline, and suppliers (Kousky, & Kunreuther, 2018). Lucid charts should be used for managing the data-driven operations, which may help to deploy the project of IoT sensors. The "To-be" mapping process also incorporates the enhancement of the visibility of the KFC business model and store networks through the operational processes. Business process management provides efficiency to increase network channels (Sallos, Yoruk, & Garci?a-Pe?rez Alexeis, 2017). Through casting better data insights and maintaining the streamlined flow, the visibility of the store network should be increased, which may help KFC Australia to increase its operational efficiency. Automation of IoT sensors should be required for managing financial difficulties, reducing the frustration level of employees, and confrontation of bad service. 

Governance process for BPM change 

The changing business process management system in KFC Australia due to the new project of IoT sensors will require a proper governance process over the changing operations in the organisation. The automation of business processes due to the incorporation of IoT sensors can help companies ensure automated governance, which can effectively provide feedback to the employees and managers regarding the confrontation of bad service and emerging risks related to data security and resources. Automated monitoring processes through IoT services can help detect faults and notify the users regarding vulnerabilities to ensure timely mitigation of the threats (Priharti et al. 2020). Establishing an IS governance process over the changing operations in BPM can help KFC Australia to keep a track record of the data used in operational processes and to measure the efficiency of the new IoT sensors in the data-driven decision-making process. However, the IS governance process over the IoT sensors will help to save time and resources for future use. "Should-be" process mapping will be possible through the governance over the "As-Is" processes. Data optimisation channel management, customer demand management, resources planning and management, data transaction process management, and visibility and transparency management in the consumer chain will be possible through the governance process over the changing BPM system in KFC Australia. 

Stakeholders’ engagement in both process and technology change 

The changing BPM system in KFC Australia and new IoT sensors technology can create effective changes in the stakeholder's management process. Within the new IoT sensors project, the engagement of the stakeholders of the company is required highly. BPM system change can be handled through the internal stakeholders of the company, like managers and employees. The IT stakeholders of the company will ensure data-driven operations for managing transparency in consumer data through the data visualisations process to reduce the lead times and bottlenecks. The integration of the suppliers with KFC's present BPM system can help manage the product quality and most through robust the SQL server for ingestion of processed data. The visualisation process of data to the customers will be possible through the employee's engineer in the IoT sensors project. Progress due to the process and technology change in the organisation can be tracked through weekly meetings with the employees, investors, and managers. Streamlining the production through the changed BPM system is the responsibility of the manager in KFC Australia, who will help deploy the garbage bin sensors and gain insights regarding the future operations of production and resources management. Risk assessment is also required during managing changes in organisations (Osei-Kyei, & Chan, 2017). The employees and managers in the company will identify the potential risks related to the IoT sensors project and propose proper mitigation before executing operations. The new project of IoT sensors has a significant impact upon customers as the new data-driven operation requires transparency in managing the customer demands during the data-driven decision-making process. However, the new project will also help to decrease the frustration level of employees by mapping the difficulties in operations. Stakeholders' engagement within the project will contribute to process management and change management. 

Conclusion

The report shows practical ideas about business process improvement. Discussion about the audit process and improvements has demonstrated the idea of developing proper knowledge regarding the operational changes in KFC Australia. The "Should-be" process mapping has been discussed depending upon the "To-be" mapping, which shows how the company can use the present opportunities for future growth. Moreover, the IS and automated governance over change and the engagement of stakeholders are also addressed for understanding the change management process in technology and the BPM system. 

References

Casebolt, J. M., Jbara, A., & Dori, D. (2020). Business process improvement using object-process methodology. Systems Engineering, 23(1), 36–48. https://lesa.on.worldcat.org/v2/oclc/8509964260

Cook, M. (2017). Customer demand drives final mile industry. Arkansas Business, 34(20), 10–10. https://lesa.on.worldcat.org/v2/oclc/7045021291

Hassan, N. A. (2020). Integrated internal audit in management system. Tqm Journal, 33(1), 110–126.https://lesa.on.worldcat.org/v2/oclc/9052082964

Kousky, C., & Kunreuther, H. (2018). Risk management roles of the public and private sector. Risk Management and Insurance Review, 21(1), 181–204. https://lesa.on.worldcat.org/v2/oclc/7390417299

Osei-Kyei, R., & Chan, A. P. C. (2017). Risk assessment in public-private partnership infrastructure projects. Business process management assignment Construction Innovation, 17(2), 204–223. https://lesa.on.worldcat.org/v2/oclc/7016630496

Priharti, W., Sumaryo, S., Saraswati, T., & Nurfadilah, M. R. (2020). Iot based logistics vehicle security monitoring system. Iop Conference Series. Materials Science and Engineering, 771(1). https://lesa.on.worldcat.org/v2/oclc/9172468130

Rolecki, J., & Yan, Y. A. (2021). Data security in 2021. The Brief, 50(3), 20–27. https://lesa.on.worldcat.org/v2/oclc/9215606308

Sallos, M. P., Yoruk, E., & Garci?a-Pe?rez Alexeis. (2017). A business process improvement framework for knowledge-intensive entrepreneurial ventures. The Journal of Technology Transfer, 42(2), 354–373. https://lesa.on.worldcat.org/v2/oclc/6900055475

Sherrington, M. (2017). Audit process goes twofold. The North Queensland Register, 15, 15–15. https://lesa.on.worldcat.org/v2/oclc/7241313707