Process Management and Control

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1 ANTIOQUIA SCHOOL OF ENGINEERING Process Management and Control ACADEMIC DOMAIN CURRICULUM FIELD PREREQUISITE(S) COREQUISITE(S) Administration/Management (UNDERGRADUATE AND MASTERS) General Management and Human Resources None COURSE CREDITS - COLOMBIAN - ECTS (COLOM x1.8) DIRECT TEACHING HOURS INDEPENDENT HOURS OF WORK JUSTIFICATION The engineer must develop skills for strategic decision making. This involves the analysis of internal competencies, in particular the processes and external factors of the organization to define its vision, mission, objectives and strategies. PROBLEM There is a need to optimize organizational resources within the strategic dimension whilst incorporating an integral vision to achieve the maximum levels of the organizations wealth in national and international environments. COURSE OBJECTIVE The administrative process in a company, including; planning, organizing, directing and controlling the resources available and the people within it. GENERAL COURSE OBJECTIVE To help with the drawing up, the objective is what follow this sentence: At the end of the course the student will be able to: Apply process management within organizations through its identification, documentation, analysis, improvement and standardization as a mechanism for implementing strategic direction, which facilitates teamwork, creativity and systemic thinking.

2 PERSONAL SKILLS THE COURSE WILL STIMULATE Analytical skills for decision making Strategic thinking Systemic vision Teamwork Entrepreneurial spirit SPECIFIC COURSE OBJECTIVE SYSTEM 1. Identify the key elements that are part of an organization by processes that recognize administrative practices as facilitators in the application of process management. 2. To analyze the mechanisms and tools to measure and control the critical variables that allow processes to monitor the fulfillment of the objectives associated with these. 3. Effectively use various tools for process analysis identifying opportunities for improvement of the organization s processes. 4. Apply improved methodology and standardization of processes, starting from the alignment with the strategic thinking of the organization. 5. Apply the elements of strategic alignment conducting a strategic map to successfully achieve an organizations strategic plan. 6. Apply the Balanced Scorecard methodology identifying the influences that the different processes, organizational culture in planning and a company s strategic development all have. COURSE STRUCTURE AND PLANNING FOR SPECIFIC OBJECTIVES Specific objective of the course, Theme, Class hours, Independent study hours Identify the primary elements that form a part an organization by processes that recognize the administrative practices as facilitators of applied process management: Process conceptualization. Identify mechanisms and tools of measurement and control from critical variable processes that allow the monitoring on the fulfillment of the objectives associated to the mentioned topics: Evaluation and Control of Processes. Effectively use various tools for process analysis identifying opportunities for improvement that are existent amongst the organization s processes: Process analysis. Apply improved methodology and standardization of processes, starting from the alignment with the strategic thinking of the organization: Design / redesign and implementation of processes. Apply the elements of strategic alignment conducting a strategic map to successfully achieve an organizations strategic plan: Strategic management as a process of integration. Apply the Balanced Scorecard methodology identifying the influences that the different processes, organizational culture in planning and a company s strategic development all have: STRATEGIC ALIGNMENT - VALUE CHAIN

3 THEMED KNOWLEDGE SYSTEM Each theme indicates the set of concepts, theories, regularities and course objective laws, expressed in terms of invariants or specialized knowledge. 1. CONCEPTUALIZATION OF PROCESSES 1.1 Focus on systems applied to processes 1.2 Concept process evolution 1.3 Organizations oriented by processes 1.4 Models of process management 1.5 Value Chain 1.6 Process elements 1.7 Graphical representation of processes 1.8 Process classification 1.9 Process documentation 2. PROCESS EVALUATION AND CONTROL 2.1 Organizational control fundamentals 2.2 Process control 2.3 Control Management/ Management Control 2.4 Performance Indicators design 3. ANALYSIS OF PROCESSES 3.1 Continuous Improvement 3.2 Redesign. Reengineering of processes. 3.3 Critical Processes selection 3.4 Understanding processes 3.5 Benchmarking 3.6 Methodologies and tools for process improvement 3.7 Opportunities for improvement 4. DESIGN / REDESIGN AND IMPLEMENTATION OF PROCESSES 4.1 Proposal for improvement 4.2 Alignment of processes within visions 4.3 Design / process redesign 4.4 Implementation Plan 4.5 Definition and implementation of alternating plans. 5. STRATEGIC MANAGEMENT AS A PROCESS OF INTEGRATION 5.1 Strategic map designs 5.2 Integral monitoring of strategic approaches 6. STRATEGIC ALIGNMENT - VALUE CHAIN 6.1 Fundamentals and methodology of Balanced Scorecard 6.2 Balanced Scorecard construction

4 ACTTITUDES AND VALUES THAT DEVELOP THROUGHOUT THE COURSE Honesty Social responsibility Ethics-Integrity Respect Equity Components the course bring to the axels of training in the EIA pedagogical method Humanistic: the course contributes, in this axis, to the development of student activities (learning methods and techniques) that generate the training of values and the development of communication skills and teamwork, including implementation work, company visits and practical workshops. Furthermore, the scope and role of people in managing processes. Scientific/Technical: use of methodologies and techniques for the process control and improvement, implementation of strategic alignment methodologies. Information management: documentation of processes concepts, use of information (documentation) for the analysis and improvement of processes, use of information for the construction of the balanced scorecard. Research for Technology Development: stimulating research culture through the carrying out of applied work and company visits. Entrepreneurial spirit: contribution to the entrepreneurial culture through the development METHODOLOGY It favors methods and methodologies that ensure the students clear understanding of concepts through interpretation and reasoning and resolving of problematic situations. Methods: Simulation of problematic situations Case Studies Seminar investigative Forms: Lectures Conferences Independent work is formatted through these dimensions: Advance preparation: Reading, consultations Reinforcement activities Activities of complementary and interdisciplinary Supported by the following tools Moodle Platform Film, video Presentations with visual aids

5 EVALUATION SYSTEM- MARKING UNDERGRADUATE AND POSTGRADUATE COURSE PROGRAM / ANTIOQUIA SCHOOL OF ENGINEERING In the EIA, assessment is regarded as an ongoing process that ensures the monitoring of progress in course objective accomplishments, the contribution of learning and guides actions of reinforcement in a required timely manner. The evaluation has an integral stature that it provides, wherever possible self, peer and hetero assessment. The evaluation assesses the student s knowledge gained and due course classifies the level of development of the indicated competencies of the course. The final exam must verify the course target completion. Therefore, the final exam is designed by subject professors and approved by the area coordinator. Course rating system and forms of assessment composition: The grading system for the course is defined as follows: Class participation, case studies and workshops 20% Mid-Term 20% 15% Integrated assignment 15% Job Integrated assignment Final exam 30% TOTAL 100% APPROVED BIBLIOGRAPHY Including books, magazines, databases and web pages. 1. PÉREZ-Fernández De Velasco, José Antonio. Gestión de la calidad orientada a los procesos. Madrid : ESIC, ( /P415g). 2. EVANS, James R. y LINDSAY, William M. The management and control of Quality. 7 ed. Mason : Cengage/South-Western, ( /E924/7ed). 3.. Administración y Control de la Calidad. 6 ed. México : International Thomson, ( /E15/6 ed.). 4. AGUDELO, Luis y ESCOBAR, Jorge. Gestión por procesos. Bogotá : Icontec, ( /A282/4ed). 5. KAPLAN, Robert y NORTON, David. El cuadro de mando integral : the balanced scorecard. Madrid: Gestión 2000, ( /K172cu). 6. PORTER, Michael. Ventaja Competitiva : Creación y sostenimiento de un desempeño superior. Mexico :Ediciones Continental, ( /P847). 7. RÍOS, Ricardo. Seguimiento, medición, análisis y mejora en los sistemas de gestión. Bogotá : Icontec, ( /R586/2ed). 8. KAPLAN, Robert y NORTON, David. Cómo utilizar el cuadro de mando integral: para implantar y gestionar su estrategia. Madrid : Gestión 2000, ( /K172co). 9. B. Roure, M. Moñino y M. A. Rodriguez-Badal. La Gestión por Procesos. Barcelona : FOLIO S.A., HAMMER, Michael y CHAMPY, James. Reingeniería: olvide lo que usted sabe sobre cómo debe funcionar una empresa, casi todo está errado. Barcelona : Norma, ( /H224r). 11. PACHECO, Juan, CASTAÑEDA, Widberto y CAICEDO, Carlos. Indicadores Integrales de Gestión. Bogotà : Mc Graw Hill, KAPLAN, Robert y NORTON, David. Mapas estratégicos : convirtiendo los activos intangibles n resultados tangibles. Barcelona : Gestión 2000, ( /K172ma) The strategy maps. GESTION 2000 : Perseus, KAPLAN, Robert S.NORTON, David P. The balanced scorecard: translating strategy into action. Madrid: Harvard Business Press, Area Co-ordinator Hernán Darío Cortés Pérez Director Juan Camilo Zapata Villegas

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