modeling in the large keynote
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Michael zur Muehlen, Ph.D.Center for Business Process InnovationHowe School of Technology ManagementStevens Institute of TechnologyHoboken NJMichael.zurMuehlen@stevens.edu
Process in the LargeFrom Enterprise Process Wikis to Crowdsourced Process Designs
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Sunday, September 19, 2010
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Sunday, September 19, 2010
AgendaHow large organizations approach BPM
What’s different about Process in the Large
Wikis and Collaboration
Some insights
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Sunday, September 19, 2010
Part 1: How Large Organizations
Approach BPM
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Sunday, September 19, 2010
“Let’s try this out carefully”
Choose a single pilot process to gain experience with BPM
Good: High-value, low-medium risk business case
Example: Onboarding, Claims Processing
Bad: No-value, no-risk business case
Example: Vacation request, Expense reimbursement
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Sunday, September 19, 2010
Scheduled Project Time during First BPM Project
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Business CaseProject Team SelectionProcess DiscoveryDocumentationFunctional and Technical SpecificationTools Evaluation and SelectionImplementationTesting and DebuggingDeployment and Training
Source: BPTrends (2006)
Sunday, September 19, 2010
Scheduled Project Time during First BPM Project
5%
3%
41%
4%
9%
11%12%
7%
8%
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Business CaseProject Team SelectionProcess DiscoveryDocumentationFunctional and Technical SpecificationTools Evaluation and SelectionImplementationTesting and DebuggingDeployment and Training
Source: BPTrends (2006)
Sunday, September 19, 2010
Problem: Process Confabulation
Problem
People should know why they perform tasks
If they don’t, they make up explanations
Consequence
Accurate process discovery becomes difficult
Reinforces assumptions that participants share about the process (Black Swan problem)
Solution
Observe rather than ask
Follow the process object
Rainy Day Approach: Use Specific Examples
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Sunday, September 19, 2010
Problem: Paper BiasProblem
Process designs mimic paper-based processes
Consequence
Innovative designs are overlooked
Inefficiencies remain because technology capabilities are underutilized
But: Processes are easily understood by those who are used to paper
Solution
Model backwards
Focus on data dependencies
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Sunday, September 19, 2010
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“Let’s model everything”
Need an Enterprise Process Architecture
Comprehensive Process Documentation
Motivation
Compliance Requirements
Developing Global Standards
Mergers and Acquisitions
“We like to model”
Sunday, September 19, 2010
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1.0Develop Vision and Strategy
2.0Design and
Develop Products and
Services
3.0Market and Sell Products and Services
4.0Deliver
Products and Services
5.0Manage Customer Service
Operating Processes
6.0 Develop and Manage Human Capital
7.0 Manage Information Technology
8.0 Manage Financial Resources
9.0 Acquire, Construct, and Manage Property
10.0 Manage Environmental Health and Safety
11.0 Manage External Relationships
Management and Support Processes
Source: APQC (2007)
Enterprise Process Map: APQC
12.0 Manage Knowledge, Improvement, and Change
Sunday, September 19, 2010
Roles &Responsi-
bilities
Process Owners
ProcessManagers
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Enterprise Process Map: Fortune 500
Methods Organization
Levelconcept
Conventionhandbook
Modelinghandbook
CorporateModelingService
Sunday, September 19, 2010
Process Abstraction Levels
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Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
ObjectivesBusiness Activities
Delivery Units Products
Processes Systems
Scorecard
Sub Processes Roles System Functions
Operational Process Flows
Detailed Processes TransactionsDetailed Roles
Delivery Teams
Ownership ServicesProcess Groupings
Core processes
Source: British Telecommunications plc 2006
Sunday, September 19, 2010
Process Abstraction Levels
12
Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
ObjectivesBusiness Activities
Delivery Units Products
Processes Systems
Scorecard
Sub Processes Roles System Functions
Operational Process Flows
Detailed Processes TransactionsDetailed Roles
Delivery Teams
Ownership ServicesProcess Groupings
Core processes
Source: British Telecommunications plc 2006
What
Sunday, September 19, 2010
Process Abstraction Levels
12
Process Groupings
Business Activities
Core Processes
Business Process Flows
Detailed Process Flows
Level A
Level B
Level C
Level D
Level E
Level F
ObjectivesBusiness Activities
Delivery Units Products
Processes Systems
Scorecard
Sub Processes Roles System Functions
Operational Process Flows
Detailed Processes TransactionsDetailed Roles
Delivery Teams
Ownership ServicesProcess Groupings
Core processes
Source: British Telecommunications plc 2006
What
How
Sunday, September 19, 2010
Detailed Processes TransactionsDetailed Roles
ObjectivesBusiness Activities
Delivery Units Products
Processes Systems
Scorecard
Sub Processes Roles System Functions
Delivery Teams
Ownership ServicesProcess Groupings
Core processes
Enterprise Process Architecture
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Enterprise Process Map
Proc
ess
Leve
ls
Strategy
Management AccountingIT
Warehouse
Marketing
Sales
Distribution
Billing
AccountsAccounts
Purchasing
Order
Receiving
Invoice
General Accounting and Asset Cost Accounting
Human Resources
Sunday, September 19, 2010
DWiz/DCMO/BMA CTO/CA
Modeling LevelsMilestones
Handoffs
Decisions
ProceduresSunday, September 19, 2010
“We’re doing SOA, let’s figure out this BPM stuff later”
Typical Procedure
Analyze existing systems
Establish basic services
Implement Enterprise Services Bus
Try to identify processes that can leverage the services
Problem
Without processes there is no point of reference for
services abstraction
granularity
usage frequency 15
Sunday, September 19, 2010
SOA - What Developers See
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Sunday, September 19, 2010
Services - What Architects See
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Sunday, September 19, 2010
What the Customer Wants
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Sunday, September 19, 2010
Part 2:What’s Different aboutProcess in the Large
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Part 2: What’s Different about Process in the Large
Sunday, September 19, 2010
Issues Framework 20
Project Management
MaintenanceDesignSetup
Modelers Users Info. Providers
Tools and Lang.
Commitment to Change
Value Proposition Governance
Sunday, September 19, 2010
Strategy-related Issues
Top Management
Support
End-goal perceptions
Economic Value (economics)
PoliticsCommit-ment to
long term
ROI Justification
Sponsorship
Lack of value metrics (i.e.,
Balanced Scorecard)
Corporate standards
Focus on Initiatives
Incentives
Governance
Lack of Benchmarks
Costs
New tool acquisition
Training
Costs associated with
updating the models
Ownership of models
Lack of control
Lack of coordination
point
Strategy-related Issues21
Sunday, September 19, 2010
Process Modeling Life Cycle Issues
Setup
Lack of common
methodology
Design
Consoli-dation and Integration
Lack of modeling objectives
Lack of standards for reuse
Variant management
InfrastructureModel quality
assuranceRework Timeliness
Corporate modeling standard
Level of abstraction
Modeling guidelines
Maintenance
Model maintenance
Modeling-related Issues22
Sunday, September 19, 2010
Resource-related Issues
Process Modeler
BPM education
Model User
Integration of activities
Level of expertise
and experience
Cost efficiency
Capability to abstract
Turnaround time
Knowledge sharing
Level of complexity
Hierarchical decompo-sition of models
Tool and Language
Lack of model
utilization
Resistance to change / adoption of
BPM
Lack of transfer
Lack of communication
Lack of using full toolset
features
Intellectual property
Limited access to repository
Information Provider
Loss of knowledge
Lack of adequate
toolset
Integration with other modeling
tools
Lack of good graphical process mapping
Lack of efficient repository search
engine
Resource-related Issues23
Sunday, September 19, 2010
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Capability-Driven
Sunday, September 19, 2010
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Goal-Driven
Sunday, September 19, 2010
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Wikis and Collaboration
Sunday, September 19, 2010
Process Wiki
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Sunday, September 19, 2010
Process Wiki (2)
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Sunday, September 19, 2010
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Sunday, September 19, 2010
Collaboration
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Sunday, September 19, 2010
Issues around Process in the Large
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Sunday, September 19, 2010
Issues around Process in the LargeIdentification of Best Practices
Building shared understanding of Models
Federation of Process Designs
Federation of Process Metrics
Compliance Checking
Organizational Alignment
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Sunday, September 19, 2010
Final Thought
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Methods don’t matter
Sunday, September 19, 2010
Final Thought
32
Methods don’t matteruntil you’ve picked one
Sunday, September 19, 2010
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