Description
business process analysis, business process analysis lifecycle, business process discovery, how to move up the value chain using business process analysis.
Business Process Analysis
Understanding BPA
What is a business process Business process analysis The BPA lifecycle Process discovery Process analysis Moving up the value chain
Q&A
What is a business process
What is a BUSINESS PROCESS
A business process:
? ? ? ? ? ? ? ? Has a Goal Has specific inputs Has specific outputs Uses resources Has a number of activities that are performed in some order Is cross-functional & may affect more than one organizational units - Horizontal organizational impact Creates value of some kind for the customer. The customer may be internal or external Is a series of steps designed to produce a product or service
BUSINESS PROCESSESES - an organization?s DNA Who are Process Stakeholders:
? ? A stake-holder in an organization is any group of individuals who can affect or is affected by the achievement of the organization?s objectives - Freeman 1984 A corporation?s survival and success largely depends on its ability to create sufficient wealth, value, or satisfaction for all primary stakeholders, not just for shareholders (Clarkson 1988) Comprises of: ? Management ? Customers – can be end users or even other organizations that are involved in the business process ? Operators – people who perform the process activities day in and day out
?
Business Processes Too Evolve!!!
Organizations change in response to the impact of internal and external forces
All work is part of a process Internal Forces External Forces All processes take place in a competitive context What was a ‘good enough’ process may no longer be sufficient to compete and win
All processes evolve some what over time
Organizations can grow beyond their existing processes
What began as a ‘good’ process may erode over time
What was the right process for the organization is no longer so
Unfortunately, few people in an organization have ever looked at the process in detail from start to finish
Source: Adapted from Citibank Quality Training for Micro Finance Institutions
Common Business Process Bugbears
Some common business process issues that plague any organization are:
? ? ? ? ? ? ? Tacit process knowledge exists with the process participants – in their minds End-to-end process documentation doesn?t exist - a classical case of “The left hand not knowing what the right is doing” Siloed operations, compounded by the cross-functional business processes being neither documented nor understood by all involved personnel Where process documentations exist, the real processes differ from the documented processes Diagnosing the root cause for a known process problem, such as finding out why the claims process takes so long Finding unknown weaknesses and bottlenecks in existing processes, such as the claims process (insurance) or the warranty process (manufacturing) Understanding the interrelations and integration of hundreds of data and document components, such as in the clinical trials process (pharmaceutical industry)
?
? ? ? ?
Converging multiple parallel processes, performed by different departments, to a single enterprise-side standard process
Preparing for package implementation, specifically to perform a gap analysis of the new package relative to current business requirements Generating functional requirements that can be given to developers of a new custom-built system Designing the business logic of a process that will be automated using commercial BPMS products Processes need to evolve with time
ENTER BUSINESS PROCESS ANALYSIS
Business process analysis
Enter Business Process Analysis
Process Analysis Business Objectives ? ? ? ? ? ? Increase in Increase in Increase in Increase in Increase in Increase in Revenue Market share Profit & profitability Shareholder wealth Customer satisfaction Employee satisfaction Calls for
Increase in Productivity
Reduction in cost Governed by
Process Improvement
Reduction in duplication / inefficiency
Technology advancements Changing Regulations Competition Mergers & acquisitions Counter measures adopted Reducing process complexity Flexible processes Coordinated processes
Customer demands
Process knowledge
Sits upon
Reduction in cycle times
What is BPA?
BPA - An exercise of defining the Business Processes using tools, simulating and analyzing the processes with a view to assess and improve their performance
? ? ? ? ? ? ? Visual representation provides better understanding Evaluate Process capabilities Detect problem area sources Deduce possible solutions Validate the appropriate solution Define performance measures Implement the modified process
Model the AsIs Proces s
Business Process Analysis
Analyze the activitie s in the process
Why Model
Optimiz e the process es
Simulat e whatif scenari os
? ?
Simulation is used to explore design alternatives It reveals bottlenecks that are not obvious during static modelling Pinpoints potential improvement areas It helps in designing and fine-tuning the process model before real-time process deployment & execution
Why Simulate
? ?
Role of a process model in BPA
? A business process model is an abstraction of a business that shows how business components are related to each other and how they operate ? There are several reasons for producing business models: ? ? ? A business model helps us understand the business, the enterprise?s current state It helps in determining an organization?s vision and facilitates communication about the business In general, the drivers for business process modeling can be summarized into 3 major categories (IBM):
?
Documentation – Companies need to capture business processes so that others can understand how they work,
who is involved, and how activities flow from beginning to end. Typically a business analyst who understands how the processes work models these processes
?
Redesign – Many businesses want to improve their business processes to reduce inefficiencies, drive down costs, and respond faster to customer requests. A process cannot be redesigned before it is understood, so it
must first be captured. Redesign can only come after you have properly documented the process
? Execution – In most cases, the best way to improve the efficiency of a business process is to apply automation to it. If you can reduce or eliminate manual work, the process can be performed faster and at a lower cost. To apply process automation, the business?s I/T staff or a consultant must write code or use a middleware product. It would not be advisable to automate an inefficient process. For this reason, this phase should only occur after you have redesigned the process
Reasons to go in for BPA
? Elimination of activities that do not add value; ? Simplification of tasks and activities; ? Integration of jobs or job groups; ? Automation of task and activities (technology); ? Process Improvement
“Automating a mess yields an automated mess” Hammer & Champy, Reengineering the Corporation, 1993 or better stated, “if you automate an inefficient process, you simply become less efficient quicker”
“Analyze your business today and map the path to tomorrow”
Business & Technology Priorities
# 1 Business Priority
Business process improvement
1
Workflow management
7
# 7 Technology Priority
Gartner Survey of 1400 CIOs
Advantage BPA
? Non-invasive process-based integration across functions
Analyze and Improve Processes Improved Process Control
? Improve Process efficiency
? Enhanced Process Documentation ? Establish Process accountability ? Develop and measure process KPI ? Improved Business Reporting ? Significantly improved quality, accuracy, and consistency ? Process responsive to organizational changes ? Institutionalized Process review mechanisms
Business Agility & Flexibility
Measurable Process Metrics
The BPA Lifecycle
The BPA Lifecycle
Document/ Migrate existing Business Processes Analyze Processes for bottlenecks and lacunae Determine Process Improvement potential Redefine Business Processes Assess efficiency of new processes Test feasibility of new processes Determine CostBenefit/ ROI
Drivers
? Cost Reduction
Model the AsIs Proces s
? Productivity Improvement
? Profitability Optimiz e the process es
Business Process Analysis
Analyze the activitie s in the process
Metrics
? Cycle time/ TAT
? Queue time
? Topline Growth
Simulat e whatif scenari os
? Resource Utilization
? Cost
An Anecdote
A man is digging a hole at the same time that his friend is covering up the same hole. And thus they spend the day, one digs and the other one covers up. Curious, a passerby who can no longer keep quiet watching the surreal scene, approaches the two men and asks,
"Gentlemen, what exactly are you guys doing?" "Well, we're working," one of them answers "And are you positive there's nothing wrong with what you're doing?" "Well, if there is something wrong here, it's Jim's fault. He didn't show up today." "And who's Jim?" asks the passerby
"He is the guy who sows the seed."
Process Discovery
The Objectives
? Capturing the organization?s existing (As-Is) processes ? Analyzing them to identify and diagnose their weaknesses ? Design new (To-Be) processes that correct these weaknesses
The Challenges
? Tacit process knowledge - It exists in the minds of those individuals who actually participate in the process ? Each participant has a local view of the process
Process Discovery is to transform the organizational understanding of current business processes from tacit or implicit to explicit
Process discovery
Need for Process Discovery – Business Process Analysis
? Enable organizations to model and analyze their business processes
? Understand how the current process really works
? Clearly lay out each step and interaction in detail ? Ensure completeness and accuracy before designing an improved process or introducing digitization
? “X-Ray” the process as a basis for diagnosis - Find out what is wrong with the current process, including the weak spots, bottlenecks, manual steps and redundancies ? Have a base line for comparison (how much better is To Be relative to As Is, ROI analysis)
What do we discover in discovery?
? The Process Space
? Understand the ways that processes feed one another
? Process Topology
? Individual process steps, or activities, that constitute the process ? Flow logic
? Process Attributes
? Understand the detailed attributes of the process and the attributes of each activity in
the process
Process Attributes – An example
Following are examples of attributes of the process as a whole:
? Process Owner: Who is the business owner of the process?
? Purpose: What is the ultimate purpose of the process?
? Customer: On whose behalf is the process performed? ? SME: What is our source of information for the discovery?
Following are examples of attributes of each activity in the process:
? Roles: Who performs the activity? ? Resources: What tools are used? ? Data: What business data structures does the activity consume and produce? ? Duration: What is the touch time and total time of the activity? ? Description: What is done in the activity? ? Rules: What business rules govern the performance of the activity? ? SME: What is our source of information for the discovery?
Challenges in Process Discovery
? Credibility gap
? Impossible to get all the key business people free from their daily responsibilities to participate in the process discovery for the time that is necessary
? “Lead liar” syndrome ? Fear of describing aspects of the process that are, in reality, embarrassingly dysfunctional or inept ? Departmental politics
? Managing complexity in documentation and book keeping
Discovery Methodologies
Discovery Roles
? The key players in process discovery are:
? The Sponsor
? The Subject Matter Expert (SME) ? The Analyst
Discovery Sessions
? Can be approached in a variety of ways
? Centralized vs. Distributed ? Top-Down vs. Bottom Up ? Free Form vs. Structured
? Role of a process modeling tool
? Validation ? Integration
Gaining insights from Process Discovery
? Visualization work products
? Process Diagrams
? Activity flow diagrams ? Information flow diagrams ? Resource diagrams
? Process Views
? Hierarchical view ? End to end view ? Swim-lane view ? Path analysis ? Highlighting
? Analysis work products
? Communication
Recommendations for Process Discovery
? Sponsorship is key
? Scoping
? Start with the end in mind
? Choose an appropriate methodology
? Engage stakeholders
? Tool selection
Approach to Process Discovery
? Direct Observation ? Business Records Analysis ? Self Recording
? Work Diary ? Time & Activity Tracking
? Workshop Approach
? Scoping workshop ? Baseline workshop ? Improvement Analysis workshop ? Final validation workshop ? Integration workshop
? Interviews & Survey questionnaire
Process discovery – The workshop approach
Process Discovery Workshop – Resource Requirements
? Flip chart stand and paper
? Roll of Brown paper
? Clear tape ? Masking Tape ? Stacks of post-it notes ? Pencils/Pens ? Sufficient wall space ? A Process Owner
Process Discovery Workshop – A Structured Approach
? Opening the Discovery workshop
? Set the Ground Rules
? Review the Source Information ? Collate & Rationalize ? (Check) Sequence of Activities ? Agree on Process Map
? Checklist of Issues
Opening the Mapping Process
? Appoint Team Leader – Process Owner ? Team Leader ? Opens the Meeting ? States the Objective ? Facilitate the charting ? Closes the meeting
Mapping A Business Process
? Appoint a Timekeeper
? Appoint a Scribe to capture issues ? Scribe captures key issues on flip chart
Ground Rules
? Begin the meeting by outlining the ground rules ? Encourage communication ? Talk „Rough draft? ? Go for quantity – the more the better ? Use the flip chart as a „hopper? to park unresolved issues
Review the Source Information, collate & rationalize
? Team leader encourages debate and review of information ? Identifies team members who have information to contributes
? Develop list of questions and concerns, gaps etc.
? Use the brown paper to sort the notes in the following order, involving one person at a time:
? Relate notes in a time sequence order – let to right ? Relate notes in a level of doing order – high level stuff at the top e.g. decide strategy, and lower operational stuff towards the bottom ? Be prepared to re-order as you collate the collections ? Remove duplicated notes
? Keeping focus
? Are we leaving anything out? ? What else do we do? ? Is this the complete task? ? Is this step logical – is this how we do it?
(Check) Sequence of Activities
? Walk through the Activities ? Double check their levels ? Add missing details ? Identify and label gaps with different colored notes
? Write out queries/questions to flip chart
Agree on Process Map
? Congratulate team members ? Keep the map on the wall and ask people to add to it ? During the breaks/later look at others and if you spot things that fill your gaps check with your Process Owner and add them
? You will be using the map progressively for analysis and presentation so use the
following checklist to continually validate… ? Go see – share current views between teams at this stage – discuss and refine
together at this stage
Checklist of Issues
? Unbalanced map – too much details in some areas, not enough in others?
? Gaps or missing steps?
? Busy map – too much detail?
? Too cramped – space out and/or re-order?
BPA – the 12 step methodology
? ? ? ? Name the process; Define the process terms; Establish process boundaries; Identify process actors (who does what);
?
? ? ?
Identify the process owner;
Identify (stakeholders) who is being affected by the process; Describe tasks associated with process Describe decisions associated with the task(s)
?
? ? ?
Cross reference (check)
Arrange tasks in order of importance Establish measures and identify additional related information Identify areas for improvement within the institution (Are outcomes aligned with goals?)
Business process analysis
Analyse the static model
Processes in Tool based Repository
Benefits
? ? Determination of improvement opportunities Scientific analysis
Techniques
? ? ? ? ? ? ? Analytical thinking vs creative thinking Questioning Evaluation Force Field analysis Pareto analysis SWOT analysis Problem analysis
Key activities
? ? ? ? Identify Identify Identify Identify Non value add activities activities that could be done in parallel Moments of Truth Break Points
Static Analysis Types
? ? ? ? ? Resource Resource Activities Activities Activities Role Analysis Cost Analysis by Organization Unit by Location cost and duration
Challenges
? ? ? ? Cross function consensus Resistance to change Management policies & rules Lack of information
Simulate “What-If” Scenarios
Processes in Tool based Repository
Benefits
? ? ? Determination of improvement opportunities Scientific analysis Validating before implementation
Techniques
? ? ? ? Process variants Representative simulation models External Tool support like Excel Graphical analysis
Key activities
? ? ? ? Enter simulation parameters Simulate Analyze the simulation results Create variants for What-if scenarios
Dynamic Analysis
? Time based ? Process throughput ? Activity time ? Processing time ? Wait time Cost based ? Process cost ? Activity cost Resource based ? Resource utilization ? Activity resource allocation
?
Challenges
? ? ? ? Accuracy of simulation assumptions Tool support for Simulation and report Competency to analyze results Availability of data and key metrics ?
Optimize
Processes in Tool based Repository
Benefits
? ? Optimization before automation Improved processes
Techniques
? ? Pugh Matrix Cost benefit analysis
Key activities
? ? ? Compare simulation results Evaluate improvement options Construct To-Be Models
Challenges
? ? Multiple options with little variation Selection of ideal option
Enterprise Architecture - Moving up the value Chain
Moving up the value chain – Enterprise Architecture
? Process Modeling is a component of Enterprise Architecture ? Cross-functional optimization is the focus
? Enterprise Architecture is about Business Transformation
Enterprise Architecture – What . . .
“… the set of descriptive representations (models) that are relevant for describing an Enterprise such that it can be produced to management’s requirements (quality) over the period of its useful life (changed).” [q. J Zachman]
• • •
Set of models and documents Graphical and textual artefacts
• •
? ? ? ? ?
Mission Vision Goals & Objectives Strategies
Diagrams and symbols Definitions and descriptions People Processes Technology Information Applications People Processes
Describes multiple architecture domains:
• •
Defines relationships between them
Applications Technology Information
An Enterprise Architecture supports an operating business in achieving its goals
Enterprise Architecture – Why . . .
? Enables you to align your processes and supporting IT infrastructure to your goals, increasing your corporate agility.
? Decision makers have access to the right information at the right time so your enterprise can respond rapidly, effectively and positively to market changes, industry consolidations and technological advances.
Increased Corporate Agility by improving decision making
? Create a strategic view of technology investments ? Base decisions on best practices, experience and implementations ? Use industry-proven frameworks and standards ? Deliver the right information to the right people at the right time ? Provide information in the right format support compliance ? Create a clear picture of how the business operates
? Identify and eliminate process bottlenecks quickly
Thank You
Expectations from Process Discovery Exercise
? Develop an understanding of the overall end-to-end process
? Process Documentation – as a flow chart representing the overall flow with the corresponding meta-data (specified in comments)
? Activities / Tasks involved in the process ? Actors & Departments Involved ? Roles & Responsibilities for each Actor / Responsibilities ? Process Meta-Data
? ? ? ? ? Average completion time for the overall process Average completion time for each activity Systems Involved Cost Details, if available Number of people involved at each activity / department
? Measurement Criteria for the process performance
? KPIs – and how they are computed
Business Value from Business Processes
Source: CSC Corp
doc_419727203.pptx
business process analysis, business process analysis lifecycle, business process discovery, how to move up the value chain using business process analysis.
Business Process Analysis
Understanding BPA
What is a business process Business process analysis The BPA lifecycle Process discovery Process analysis Moving up the value chain
Q&A
What is a business process
What is a BUSINESS PROCESS
A business process:
? ? ? ? ? ? ? ? Has a Goal Has specific inputs Has specific outputs Uses resources Has a number of activities that are performed in some order Is cross-functional & may affect more than one organizational units - Horizontal organizational impact Creates value of some kind for the customer. The customer may be internal or external Is a series of steps designed to produce a product or service
BUSINESS PROCESSESES - an organization?s DNA Who are Process Stakeholders:
? ? A stake-holder in an organization is any group of individuals who can affect or is affected by the achievement of the organization?s objectives - Freeman 1984 A corporation?s survival and success largely depends on its ability to create sufficient wealth, value, or satisfaction for all primary stakeholders, not just for shareholders (Clarkson 1988) Comprises of: ? Management ? Customers – can be end users or even other organizations that are involved in the business process ? Operators – people who perform the process activities day in and day out
?
Business Processes Too Evolve!!!
Organizations change in response to the impact of internal and external forces
All work is part of a process Internal Forces External Forces All processes take place in a competitive context What was a ‘good enough’ process may no longer be sufficient to compete and win
All processes evolve some what over time
Organizations can grow beyond their existing processes
What began as a ‘good’ process may erode over time
What was the right process for the organization is no longer so
Unfortunately, few people in an organization have ever looked at the process in detail from start to finish
Source: Adapted from Citibank Quality Training for Micro Finance Institutions
Common Business Process Bugbears
Some common business process issues that plague any organization are:
? ? ? ? ? ? ? Tacit process knowledge exists with the process participants – in their minds End-to-end process documentation doesn?t exist - a classical case of “The left hand not knowing what the right is doing” Siloed operations, compounded by the cross-functional business processes being neither documented nor understood by all involved personnel Where process documentations exist, the real processes differ from the documented processes Diagnosing the root cause for a known process problem, such as finding out why the claims process takes so long Finding unknown weaknesses and bottlenecks in existing processes, such as the claims process (insurance) or the warranty process (manufacturing) Understanding the interrelations and integration of hundreds of data and document components, such as in the clinical trials process (pharmaceutical industry)
?
? ? ? ?
Converging multiple parallel processes, performed by different departments, to a single enterprise-side standard process
Preparing for package implementation, specifically to perform a gap analysis of the new package relative to current business requirements Generating functional requirements that can be given to developers of a new custom-built system Designing the business logic of a process that will be automated using commercial BPMS products Processes need to evolve with time
ENTER BUSINESS PROCESS ANALYSIS
Business process analysis
Enter Business Process Analysis
Process Analysis Business Objectives ? ? ? ? ? ? Increase in Increase in Increase in Increase in Increase in Increase in Revenue Market share Profit & profitability Shareholder wealth Customer satisfaction Employee satisfaction Calls for
Increase in Productivity
Reduction in cost Governed by
Process Improvement
Reduction in duplication / inefficiency
Technology advancements Changing Regulations Competition Mergers & acquisitions Counter measures adopted Reducing process complexity Flexible processes Coordinated processes
Customer demands
Process knowledge
Sits upon
Reduction in cycle times
What is BPA?
BPA - An exercise of defining the Business Processes using tools, simulating and analyzing the processes with a view to assess and improve their performance
? ? ? ? ? ? ? Visual representation provides better understanding Evaluate Process capabilities Detect problem area sources Deduce possible solutions Validate the appropriate solution Define performance measures Implement the modified process
Model the AsIs Proces s
Business Process Analysis
Analyze the activitie s in the process
Why Model
Optimiz e the process es
Simulat e whatif scenari os
? ?
Simulation is used to explore design alternatives It reveals bottlenecks that are not obvious during static modelling Pinpoints potential improvement areas It helps in designing and fine-tuning the process model before real-time process deployment & execution
Why Simulate
? ?
Role of a process model in BPA
? A business process model is an abstraction of a business that shows how business components are related to each other and how they operate ? There are several reasons for producing business models: ? ? ? A business model helps us understand the business, the enterprise?s current state It helps in determining an organization?s vision and facilitates communication about the business In general, the drivers for business process modeling can be summarized into 3 major categories (IBM):
?
Documentation – Companies need to capture business processes so that others can understand how they work,
who is involved, and how activities flow from beginning to end. Typically a business analyst who understands how the processes work models these processes
?
Redesign – Many businesses want to improve their business processes to reduce inefficiencies, drive down costs, and respond faster to customer requests. A process cannot be redesigned before it is understood, so it
must first be captured. Redesign can only come after you have properly documented the process
? Execution – In most cases, the best way to improve the efficiency of a business process is to apply automation to it. If you can reduce or eliminate manual work, the process can be performed faster and at a lower cost. To apply process automation, the business?s I/T staff or a consultant must write code or use a middleware product. It would not be advisable to automate an inefficient process. For this reason, this phase should only occur after you have redesigned the process
Reasons to go in for BPA
? Elimination of activities that do not add value; ? Simplification of tasks and activities; ? Integration of jobs or job groups; ? Automation of task and activities (technology); ? Process Improvement
“Automating a mess yields an automated mess” Hammer & Champy, Reengineering the Corporation, 1993 or better stated, “if you automate an inefficient process, you simply become less efficient quicker”
“Analyze your business today and map the path to tomorrow”
Business & Technology Priorities
# 1 Business Priority
Business process improvement
1
Workflow management
7
# 7 Technology Priority
Gartner Survey of 1400 CIOs
Advantage BPA
? Non-invasive process-based integration across functions
Analyze and Improve Processes Improved Process Control
? Improve Process efficiency
? Enhanced Process Documentation ? Establish Process accountability ? Develop and measure process KPI ? Improved Business Reporting ? Significantly improved quality, accuracy, and consistency ? Process responsive to organizational changes ? Institutionalized Process review mechanisms
Business Agility & Flexibility
Measurable Process Metrics
The BPA Lifecycle
The BPA Lifecycle
Document/ Migrate existing Business Processes Analyze Processes for bottlenecks and lacunae Determine Process Improvement potential Redefine Business Processes Assess efficiency of new processes Test feasibility of new processes Determine CostBenefit/ ROI
Drivers
? Cost Reduction
Model the AsIs Proces s
? Productivity Improvement
? Profitability Optimiz e the process es
Business Process Analysis
Analyze the activitie s in the process
Metrics
? Cycle time/ TAT
? Queue time
? Topline Growth
Simulat e whatif scenari os
? Resource Utilization
? Cost
An Anecdote
A man is digging a hole at the same time that his friend is covering up the same hole. And thus they spend the day, one digs and the other one covers up. Curious, a passerby who can no longer keep quiet watching the surreal scene, approaches the two men and asks,
"Gentlemen, what exactly are you guys doing?" "Well, we're working," one of them answers "And are you positive there's nothing wrong with what you're doing?" "Well, if there is something wrong here, it's Jim's fault. He didn't show up today." "And who's Jim?" asks the passerby
"He is the guy who sows the seed."
Process Discovery
The Objectives
? Capturing the organization?s existing (As-Is) processes ? Analyzing them to identify and diagnose their weaknesses ? Design new (To-Be) processes that correct these weaknesses
The Challenges
? Tacit process knowledge - It exists in the minds of those individuals who actually participate in the process ? Each participant has a local view of the process
Process Discovery is to transform the organizational understanding of current business processes from tacit or implicit to explicit
Process discovery
Need for Process Discovery – Business Process Analysis
? Enable organizations to model and analyze their business processes
? Understand how the current process really works
? Clearly lay out each step and interaction in detail ? Ensure completeness and accuracy before designing an improved process or introducing digitization
? “X-Ray” the process as a basis for diagnosis - Find out what is wrong with the current process, including the weak spots, bottlenecks, manual steps and redundancies ? Have a base line for comparison (how much better is To Be relative to As Is, ROI analysis)
What do we discover in discovery?
? The Process Space
? Understand the ways that processes feed one another
? Process Topology
? Individual process steps, or activities, that constitute the process ? Flow logic
? Process Attributes
? Understand the detailed attributes of the process and the attributes of each activity in
the process
Process Attributes – An example
Following are examples of attributes of the process as a whole:
? Process Owner: Who is the business owner of the process?
? Purpose: What is the ultimate purpose of the process?
? Customer: On whose behalf is the process performed? ? SME: What is our source of information for the discovery?
Following are examples of attributes of each activity in the process:
? Roles: Who performs the activity? ? Resources: What tools are used? ? Data: What business data structures does the activity consume and produce? ? Duration: What is the touch time and total time of the activity? ? Description: What is done in the activity? ? Rules: What business rules govern the performance of the activity? ? SME: What is our source of information for the discovery?
Challenges in Process Discovery
? Credibility gap
? Impossible to get all the key business people free from their daily responsibilities to participate in the process discovery for the time that is necessary
? “Lead liar” syndrome ? Fear of describing aspects of the process that are, in reality, embarrassingly dysfunctional or inept ? Departmental politics
? Managing complexity in documentation and book keeping
Discovery Methodologies
Discovery Roles
? The key players in process discovery are:
? The Sponsor
? The Subject Matter Expert (SME) ? The Analyst
Discovery Sessions
? Can be approached in a variety of ways
? Centralized vs. Distributed ? Top-Down vs. Bottom Up ? Free Form vs. Structured
? Role of a process modeling tool
? Validation ? Integration
Gaining insights from Process Discovery
? Visualization work products
? Process Diagrams
? Activity flow diagrams ? Information flow diagrams ? Resource diagrams
? Process Views
? Hierarchical view ? End to end view ? Swim-lane view ? Path analysis ? Highlighting
? Analysis work products
? Communication
Recommendations for Process Discovery
? Sponsorship is key
? Scoping
? Start with the end in mind
? Choose an appropriate methodology
? Engage stakeholders
? Tool selection
Approach to Process Discovery
? Direct Observation ? Business Records Analysis ? Self Recording
? Work Diary ? Time & Activity Tracking
? Workshop Approach
? Scoping workshop ? Baseline workshop ? Improvement Analysis workshop ? Final validation workshop ? Integration workshop
? Interviews & Survey questionnaire
Process discovery – The workshop approach
Process Discovery Workshop – Resource Requirements
? Flip chart stand and paper
? Roll of Brown paper
? Clear tape ? Masking Tape ? Stacks of post-it notes ? Pencils/Pens ? Sufficient wall space ? A Process Owner
Process Discovery Workshop – A Structured Approach
? Opening the Discovery workshop
? Set the Ground Rules
? Review the Source Information ? Collate & Rationalize ? (Check) Sequence of Activities ? Agree on Process Map
? Checklist of Issues
Opening the Mapping Process
? Appoint Team Leader – Process Owner ? Team Leader ? Opens the Meeting ? States the Objective ? Facilitate the charting ? Closes the meeting
Mapping A Business Process
? Appoint a Timekeeper
? Appoint a Scribe to capture issues ? Scribe captures key issues on flip chart
Ground Rules
? Begin the meeting by outlining the ground rules ? Encourage communication ? Talk „Rough draft? ? Go for quantity – the more the better ? Use the flip chart as a „hopper? to park unresolved issues
Review the Source Information, collate & rationalize
? Team leader encourages debate and review of information ? Identifies team members who have information to contributes
? Develop list of questions and concerns, gaps etc.
? Use the brown paper to sort the notes in the following order, involving one person at a time:
? Relate notes in a time sequence order – let to right ? Relate notes in a level of doing order – high level stuff at the top e.g. decide strategy, and lower operational stuff towards the bottom ? Be prepared to re-order as you collate the collections ? Remove duplicated notes
? Keeping focus
? Are we leaving anything out? ? What else do we do? ? Is this the complete task? ? Is this step logical – is this how we do it?
(Check) Sequence of Activities
? Walk through the Activities ? Double check their levels ? Add missing details ? Identify and label gaps with different colored notes
? Write out queries/questions to flip chart
Agree on Process Map
? Congratulate team members ? Keep the map on the wall and ask people to add to it ? During the breaks/later look at others and if you spot things that fill your gaps check with your Process Owner and add them
? You will be using the map progressively for analysis and presentation so use the
following checklist to continually validate… ? Go see – share current views between teams at this stage – discuss and refine
together at this stage
Checklist of Issues
? Unbalanced map – too much details in some areas, not enough in others?
? Gaps or missing steps?
? Busy map – too much detail?
? Too cramped – space out and/or re-order?
BPA – the 12 step methodology
? ? ? ? Name the process; Define the process terms; Establish process boundaries; Identify process actors (who does what);
?
? ? ?
Identify the process owner;
Identify (stakeholders) who is being affected by the process; Describe tasks associated with process Describe decisions associated with the task(s)
?
? ? ?
Cross reference (check)
Arrange tasks in order of importance Establish measures and identify additional related information Identify areas for improvement within the institution (Are outcomes aligned with goals?)
Business process analysis
Analyse the static model
Processes in Tool based Repository
Benefits
? ? Determination of improvement opportunities Scientific analysis
Techniques
? ? ? ? ? ? ? Analytical thinking vs creative thinking Questioning Evaluation Force Field analysis Pareto analysis SWOT analysis Problem analysis
Key activities
? ? ? ? Identify Identify Identify Identify Non value add activities activities that could be done in parallel Moments of Truth Break Points
Static Analysis Types
? ? ? ? ? Resource Resource Activities Activities Activities Role Analysis Cost Analysis by Organization Unit by Location cost and duration
Challenges
? ? ? ? Cross function consensus Resistance to change Management policies & rules Lack of information
Simulate “What-If” Scenarios
Processes in Tool based Repository
Benefits
? ? ? Determination of improvement opportunities Scientific analysis Validating before implementation
Techniques
? ? ? ? Process variants Representative simulation models External Tool support like Excel Graphical analysis
Key activities
? ? ? ? Enter simulation parameters Simulate Analyze the simulation results Create variants for What-if scenarios
Dynamic Analysis
? Time based ? Process throughput ? Activity time ? Processing time ? Wait time Cost based ? Process cost ? Activity cost Resource based ? Resource utilization ? Activity resource allocation
?
Challenges
? ? ? ? Accuracy of simulation assumptions Tool support for Simulation and report Competency to analyze results Availability of data and key metrics ?
Optimize
Processes in Tool based Repository
Benefits
? ? Optimization before automation Improved processes
Techniques
? ? Pugh Matrix Cost benefit analysis
Key activities
? ? ? Compare simulation results Evaluate improvement options Construct To-Be Models
Challenges
? ? Multiple options with little variation Selection of ideal option
Enterprise Architecture - Moving up the value Chain
Moving up the value chain – Enterprise Architecture
? Process Modeling is a component of Enterprise Architecture ? Cross-functional optimization is the focus
? Enterprise Architecture is about Business Transformation
Enterprise Architecture – What . . .
“… the set of descriptive representations (models) that are relevant for describing an Enterprise such that it can be produced to management’s requirements (quality) over the period of its useful life (changed).” [q. J Zachman]
• • •
Set of models and documents Graphical and textual artefacts
• •
? ? ? ? ?
Mission Vision Goals & Objectives Strategies
Diagrams and symbols Definitions and descriptions People Processes Technology Information Applications People Processes
Describes multiple architecture domains:
• •
Defines relationships between them
Applications Technology Information
An Enterprise Architecture supports an operating business in achieving its goals
Enterprise Architecture – Why . . .
? Enables you to align your processes and supporting IT infrastructure to your goals, increasing your corporate agility.
? Decision makers have access to the right information at the right time so your enterprise can respond rapidly, effectively and positively to market changes, industry consolidations and technological advances.
Increased Corporate Agility by improving decision making
? Create a strategic view of technology investments ? Base decisions on best practices, experience and implementations ? Use industry-proven frameworks and standards ? Deliver the right information to the right people at the right time ? Provide information in the right format support compliance ? Create a clear picture of how the business operates
? Identify and eliminate process bottlenecks quickly
Thank You
Expectations from Process Discovery Exercise
? Develop an understanding of the overall end-to-end process
? Process Documentation – as a flow chart representing the overall flow with the corresponding meta-data (specified in comments)
? Activities / Tasks involved in the process ? Actors & Departments Involved ? Roles & Responsibilities for each Actor / Responsibilities ? Process Meta-Data
? ? ? ? ? Average completion time for the overall process Average completion time for each activity Systems Involved Cost Details, if available Number of people involved at each activity / department
? Measurement Criteria for the process performance
? KPIs – and how they are computed
Business Value from Business Processes
Source: CSC Corp
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