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What costs would Rental Cars incur when implementing the redesigned process? What costs would the company incur in maintaining the process? What costs were saved by implementing the process?

Phase 4: Implement the Redesigned Business Process Implementation involves generating all the resources you require to roll out a new process. If the redesign calls for employee or managerial training someone has to develop or acquire it. If the redesign calls for new employees with different skills, they need to be hired. If the redesign calls for a new software application someone has to acquire or develop it. All these things take time and cost money. Thus it is one thing to do a new design and to get it approved. It is another thing to assemble the resources, and yet another to test and then to actually roll out the new process in the workplace. In some cases the BPM redesign team undertakes implementation work. More commonly, they delegate it, oversee its completion, and then test that all of the resources work together as required. Thus it is common for the redesign team to let HR develop a new training program or hire new employees, and it is usual for the redesign team to let the IT department acquire or create new software applications. In all cases the BPM redesign team should be heavily involved in defining the requirements and in doing acceptance testing. If they are not, however, they should focus on preparing people in the workplace for the upcoming process changes. Phase 5: Roll Out the New Rental Process Rollout refers to all the tasks involved in moving, from having the resources to implement a new process to actually getting that new process up and running. It also includes incidental activities, like a review by the BPM team of its successes and failures, and their recommendations for future BPM teams to improve their work. Let us assume that the rent car process has several changes, including new procedures for booking lease orders, new software for taking orders, new policies for preparing cars, and a BPMS app that helps the local franchise manager monitor the workflow and any problems that occur. This entire package comes with some new employee training and a class for local managers. The corporate organization installs the software and makes versions of it available to the franchises, but it also creates two teams to help local franchises launch the new process. Each team can handle one franchise a week, and so over the course of a year they roll the new process out to all the franchises, according to a schedule developed by the corporate organization. Reviewing report data at the end of the year Steve La Tour is happy with the results and convinced that the franchises are both more efficient and more consistent in the way they handle customers. The data also show that customers are much happier with the company, and La Tour is convinced that the uptick in business is largely the result of improved customer satisfaction and word of mouth about the company's new emphasis on making customers happy. Phase 4: Implement the Redesigned Business Process Implementation involves generating all the resources you require to roll out a new process. If the redesign calls for employee or managerial training someone has to develop or acquire it. If the redesign calls for new employees with different skills, they need to be hired. If the redesign calls for a new software application someone has to acquire or develop it. All these things take time and cost money. Thus it is one thing to do a new design and to get it approved. It is another thing to assemble the resources, and yet another to test and then to actually roll out the new process in the workplace. In some cases the BPM redesign team undertakes implementation work. More commonly, they delegate it, oversee its completion, and then test that all of the resources work together as required. Thus it is common for the redesign team to let HR develop a new training program or hire new employees, and it is usual for the redesign team to let the IT department acquire or create new software applications. In all cases the BPM redesign team should be heavily involved in defining the requirements and in doing acceptance testing. If they are not, however, they should focus on preparing people in the workplace for the upcoming process changes. Phase 5: Roll Out the New Rental Process Rollout refers to all the tasks involved in moving, from having the resources to implement a new process to actually getting that new process up and running. It also includes incidental activities, like a review by the BPM team of its successes and failures, and their recommendations for future BPM teams to improve their work. Let us assume that the rent car process has several changes, including new procedures for booking lease orders, new software for taking orders, new policies for preparing cars, and a BPMS app that helps the local franchise manager monitor the workflow and any problems that occur. This entire package comes with some new employee training and a class for local managers. The corporate organization installs the software and makes versions of it available to the franchises, but it also creates two teams to help local franchises launch the new process. Each team can handle one franchise a week, and so over the course of a year they roll the new process out to all the franchises, according to a schedule developed by the corporate organization. Reviewing report data at the end of the year Steve La Tour is happy with the results and convinced that the franchises are both more efficient and more consistent in the way they handle customers. The data also show that customers are much happier with the company, and La Tour is convinced that the uptick in business is largely the result of improved customer satisfaction and word of mouth about the company's new emphasis on making customers happy

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