Subject name |
Functional and Process Management |
Study |
Master in Business Administration |
ECTS |
3 |
Four-month period |
First four-month period, first module |
Type of subject | Compulsory |
Business Process Management (BPM) is the set of concepts, methods, and tools that help organizations define, implement, measure and improve their end-to-end processes. Functional and Process Management (FPM) is a combination of mature organizational transformation concepts (Business Process Reengineering, Lean Six Sigma, Total Quality Management) and supporting technologies such as workflow management, process analytics, and service-oriented systems. Global analysts such as the Gartner Group have identified the improvement of business processes as the number one priority of CEOs for a number of years.
Processes and process management are becoming an essential part of contemporary organizations in all industries. Quality management, Six Sigma and Lean all build on components of working with and improving organizational processes. However, many organizations experience problems during the implementation of a process management approach, including the effect of organizational structures, roles and responsibilities.
The purpose of this course is to explore and describe the organizational implications when implementing process management, how to handle the relationship between the functional organization and a process perspective, and the roles of managers, teams, and individuals. The course addresses the methods and techniques required to analyze, design, implement, and evaluate business processes.
Structured along the phases of the Business Process Management life cycle, students learn to analyze organizational performance from a process perspective, redesign processes using value-focused techniques, and implement them in Functional and Process Management (FPM) systems, simulate new process designs, and create process analytics applications. The course is designed to provide the body of management and technical knowledge necessary to implement quality management inside an organization from a management point-of-view. Upon completion of this course, students will be able to assess the efficiency and effectiveness of an organization from a process perspective, conduct process improvement projects, and support corporate processes.
The course addresses the needs of public and private organizations with FPM initiatives. It covers topics relevant for students that plan to become business analysts that participate in FPM projects, but covers concepts that are useful for functional/line of business positions as well.
The course is also suitable for students interested in joining organizations with FPM tool offerings and provides business-level education for future sales-force personnel, technical staff, and consultants. The course makes use of real-world case studies to illustrate specific aspects of process mapping, analysis, improvement and evaluation, and to test student comprehension of the material.
General Competences
Specífic Competences
Transversal Competences
Unit 1. Organization management and change
Introduction
Fourteen points for management
Organizations, behaviour, structures and process
Master class
Unit 2. Business Process Management
Introduction
Business Process Management Defined
Six Sigma Defined
Six Sigma Tools
Drawbacks of Six Sigma
Benefits of Six Sigma
Master class
Unit 3.Organizational Process Management and Measures
Introduction
Relationships among business systems and processes
Strategic planning and deployment for initiatives
Impact on stakeholders
Team Management
Master class
Unit 4.Six Sigma Improvement Methodology and Tools—Define
Introduction
Six Sigma Improvement Methodology and Tools –Define
Kolo Tea Shop Case Study
Voice of the customer
Team Negotiation and Conflict Resolution Tools
Business case and project charter
Project management (PM) tools
Master class
Unit 5. Six Sigma Improvement Methodology and Tools—Measure and Analyze
Introduction
Six Sigma Improvement Methodology and Tools—Measure
Process characteristics
Measurement systems
Six Sigma Improvement Methodology and Tools— Analyze
Kolo Tea Shop, Case Study
Master class
Unit 6.Six Sigma Improvement Methodology and Tools—Improve and Control
Introduction
Six Sigma Improvement Methodology and Tools—Improve
Lean Methods
Six Sigma Improvement Methodology and Tools—Control
Master class
The different tasks and activities programmed during the semester have been developed with the goal of adapting the learning process to the different capabilities, necessities and interests of the students.
The activities included in the subject are:
In the weekly program you can find the specific tasks you need to complete in this subject.
These activities are combined with the following aspects:
The hours dedicated to each activity are detailed as follows:
Assignments |
Hours |
Assistance to virtual classes | 9,0 |
Basic material study | 18,0 |
Additional resources readings | 5,0 |
Task and practice cases | 14,0 |
Self-evaluation test | 23,0 |
Individual and group tutoring | 14,0 |
Collaborative work, forums, debates, etc. | 9,0 |
Master's Dissertation work development | - |
Final evaluation | - |
Total |
90 |
Basic bibliography
The book used in all the units of the course, except in Unit 2, is:
Breyfogle III, F. W. (2003). Implementing six sigma: smarter solutions using statistical methods.Hoboken: John Wiley & Sons.
Available at the virtual campus under the art. 32.4 of the Spanish Intellectual Property Law*.
Furthermore, in Unit 1, you must read:
And, in Unit 2, you must read:
* This work is protected by copyright and its reproduction and public communication, in the available modality, is authorized under the art. 32.4 of the Spanish Intellectual Property Law. It is forbidden its subsequent reproduction, distribution and public communication in any form or by any means, except one printed reproduction by each authorized user.
Additional Bibliography
Anthony, W.P., Perrewe, P.L. & Kacmar, K.M. (1999). Human Resource Management: A Strategic Approach. New York: Dryden Press.
Automotive Industry Action Group (AIAG) (1991). Fundamental Statistical Process Control. AIAG, Southfield (MI).
Cramer, H. (1946). Mathematical Methods of Statistics. Princeton: Princeton University Press.
Deming, W. E. (1986). Out of the crisis. Massachusetts Institute of Technology. Center for advanced engineering study. Cambridge (MA): The MIT Press.
Deming, W.E. (1982). Quality, productivity, and competitive position. Cambridge: MIT Center for Advanced Engineering Study.
Eureka, W. E. & Ryan, N. E., (1988). The Customer Driven Company: Managerial Perspectives on QFD. Dearborn, MI: ASI Press.
Goetsch, D.L & Davis, S.B., (2006). Quality Management for Organizational Excellence: Introduction to Total Quality Management (p. 509), 6th ed.. New Jersey: Prentice Hall.
Hutchins, M. D. (2012). Hoshin Kanri: the strategic approach to continuous improvement. Gower Publishing, Ltd.
Kerzner, H.R. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. New Jersey: John Wiley & Sons, Inc. Hoboken.
Kubiak, T. M., & Benbow, D. W. (2009). The certified six sigma black belt handbook. Milwaukee: ASQ Quality Press.
Montgomery, D. C. (2005). Introduction to Statistical Quality Control. New York: John Wiley and Sons.
Shewhart, W.A. (1986). Statistical Method from the Viewpoint of Quality Control. New York: Dover Publications Inc.
Tetteh, G. A. (2015). Improving learning outcome using Six Sigma methodology. Journal of International Education in Business, 8(1), 18-36.
Xu, Q., Jiao, R.J., Yang, X., and Helander, M. (2009). An analytical Kano model for customer need analysis. Design Studies, 30(1), 87-110.
The evaluation system is based on the following numerical chart:
0 - 4.9 |
Suspenso (D) |
(SS) |
5.0 - 6.9 |
Aprobado (C) |
(AP) |
7.0 - 8.9 |
Notable (B) |
(NT) |
9.0 - 10 |
Sobresaliente (A) |
(SB) |
The grade is made up of two components:
On-site final exam (60%). At the end of the semester, you need to assist a mandatory on-site final exam. You need to pass the final exam so the grade obtained from the assignments (continuous assessment) is summed up to the final grade of the subject.
Continuous assessment (40%): this type of assessment will be measured through the different assignments you need to complete during the course:
Remember that you can check the points (value) of each assignment in the weekly program.
Assessment method |
Min. Score |
Max. Score |
Participation in forums, classes, etc. |
0% |
15% |
Task, practice cases and activities |
0% |
15% |
Additional readings |
0% |
10% |
On-site final exam |
0% |
60% |
Zbigniew J. Tracyzk
Education: He holds a master’s degree in Electronics Engineering, MBA from Henley Business School (U.K.) and a master certificate in Project Management from the George Washington University. He graduated from the PMI Leadership Institute Masters Class in 2008.
Mr. Traczyk is an IBM-certified senior professional and a PMI volunteer leader for the past 12 years. From 2007 to 2010, he served as a PMI mentor in the EMEA region. Between 2005 and 2006, he was a member of PMI Ethics Standard Development Team, contributing to the PMI Code of Ethics and Professional Conduct.
Professional experience: Zbigniew J. Traczyk has over 25 years of experience in operations, project, program and portfolio management. He is current leading Global Technology Services delivery operations at IBM in 15 countries with team over 1000 professionals. Mr. Traczyk is a recognized operations management instructor at Warsaw Business School for past 10 years. Mr. Traczyk is also an active PMI member and a Project Management Professional (PMP)® certification holder. He served from 2012 to 2014 on the PMI Board of Directors on the Governance Committee as the PMI secretary/treasurer and chair of the Performance Oversight Committee.
Lines of research: operations management, project management.
Studying online means you can organize your study as you wish, as long as you meet the due dates of the different assignments (activities, tasks and tests). In order to help you, we propose the following steps:
Remember that in the virtual classroom of the master you can check how the different tools of the virtual classroom work: email, forum, online classes, sending the tasks, etc.
Please, take into account the following tips…
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