Essays on Relationship Maps And Cross Functional Maps - IFMA Case Study

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The paper "Relationship Maps And Cross Functional Maps - IFMA" is a great example of a business case study. Business process refers to a collection of activates that are designed with the aim of producing a particular output for a precise market. It is a strong implication on how the work is undertaken inside an organization in disparity to a product focus. Therefore, a process is a particular collection of work activates across a place and time with a beginning and an end, as well as, inputs and outputs that are clearly defined (Harrington, Esseling, & Nimwegen, 1997).

A process can also be defined as a specific event within a chain of structured business practices. Some of the business processes include; invoicing, shipping products, employee information, a marketing budget set up and receiving orders. A process takes place at all levels of an organization and is inclusive of all events that customer sees as well as the events that are visible to a customer. This report will focus on the IFMA (international facility management association/organization. A number of organization processes will be mapped with cross-functional relationship and maps.

These processes will include membership, professional development and market place activates. The market place process will be examined further in order to identify in detail all the sub activates inside it to make recommendations that will provide successful outcomes for the Association. The analysis will cover the tightness and dependence that exists between functions and stages of the process, identify bottlenecks, reflect on service blueprinting, and process measurement. The organization The organization was founded in 1980 and has grown into one of the world largest as well as; the most extensively recognized international association for the facility.

The organization has management professionals, and supports more than 24,000 members and operates in 94 countries. The IFMA worldwide manages more than 37 billion square foot of property and purchase more than $100 billion products annually. The organizations also produce the global workplace or the world facility management exposition and conference. Mission The organization aims to offer a globally renowned resource for facility management. They also aim to support and advance the facility management practice globally. Purpose The existence of IFMA is based on giving guidance and development to facility management practice all over the world.

They are able to advance in the profession of facility management this through providing education, government relations, credentialing, professional leadership opportunities, and study and standards development. IFMA provides a market place for the ultimate resource for facility services and products. The main aim of having this organization is that the facility professional that are in search of best products for building the IFMA connect them with most trusted solutions providers through their market place process. Strategic Plan The IFMA volunteers and staff developed the strategic plan and common direction as they trailed endeavors with an aim of benefiting the association, its associates and the vocation as a whole.

Once the strategic plan of IFMA began, it took a broad look at the necessities of the vocation by discussing the association that could within a far-reaching way to take into account of the needs. The organization made a commitment to its members and the entire facility management society in order to give support, advance and represent the facility management process.

The process is revisited each year and becomes more refined, focused and targeted on the objectives and goals that IFMA pledged to undertake on behalf of its members (Jeston, & Nelis, 2006). Any initiative that is undertaken by IFMA in promoting the association with the aim of providing the educational information and networking membership resources are some of the strategic plans that the organization strives to follows. These are some of the related objectives and goals that are outlined in the strategic plan. As part of the strategic plan, the organization board identifies the upcoming trends that impact on the profession.

IFMA workers respond by coming up with resources that boost the value of the association to all sections of the global facility management society.

Reference

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Association of Business Process Management Professionals. 2009. Guide to the business process management common body of knowledge: ABPMP BPM CBOK®. Chicago, Ill, Association of Business Process Management Professionals.

Burlton, R. T. 2001. Business process management: profiting from process. Indianapolis, Ind, Sams.

Cumberlidge, M. 2007. Business process management with JBoss jBPM : a practical guide for business analysis--develop business process models for implementation in a business process management system.

Harrington, H. J., Esseling, E. K. C., & Nimwegen, H. V. 1997. Business process improvement workbook: documentation, analysis, design, and management of business process improvement. New York, McGraw-Hill.

Hewing, M. 2013. Business Process Blueprinting a Method for Customer-Oriented Business Process Modeling. Dordrecht, Springer. http://public.eblib.com/choice/publicfullrecord.aspx?p=1466374.

Jeston, J., & Nelis, J. 2006. Business process management: practical guidelines to successful implementations. Burlington, MA, Butterworth-Heinemann.

Pfeiffer, D. 2008. Semantic business process analysis: building block-based construction of automatically analyzable business process models.

Weske, M. 2007. Business process management: concepts, languages, architectures. Berlin, Springer.

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