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4.1 Decision Support for Process Owners and Managers • Decision support for process owners and managers is essential for continuously monitoring the actual process performance• Poor information about business processes can lead to poor decisions about where to invest in and how to improve company performance• Many organisations use a Balanced Scorecard framework − Strategic planning and management system used to• Align business activities to the vision and strategy of the organisation• Improve internal and external communications• Monitor organisational performance against strategic goals − Dashboard to measure performance of the organisation• Dashboards are a form of decision support and have been referred to as business intelligence and analytics
- Business intelligence generally deals with addressing process performance management and control within an enterprise context
When business intelligence is instituted at an enterprise level, it mines information about specific cross functional processes and the performance of those processes in real-time, displaying the information in a dashboard format• Decision support actually begins with the planning of the when, what and how process performance will be measured, managed and controlled• Process performance management begins with a plan for − What processes will be measured − How often the processes will be measured − How decisions about process performance will be addressed when encountered• Decision support frameworks, like a balanced scorecard, are useful in the planning for monitoring and controlling of business processesSupport for Process Owners and Managers• Once a process performance plan is in place business intelligence and analytics technology will provide the insights into the performance of the business processes − Business intelligence technology is an enabler and powerful mechanism in the hands of a process manager − Effective decision support can save the process manager a lot of time in detecting process performance issues4.2 Orchestrating Change
- • Typically the most challenging aspect to a Business Process Implementation is reinforcing and finalising business process performer and process owner buy-in or acceptance of the changes
- • Major challenge within a BPM project is motivating relevant BPM participants to adopt new behaviours
- • Intensity of a Change Management activity is dependent upon the complexity and extent of the new or revised business processes
- • Change Management of BPM participants’ behaviour is one of the most critical and difficult challenges for achieving BPM project success
- Business drivers for change management
- Dominance of Improve Service Quality is consistent with the major objective of BPM to facilitate an organisation’s quest to provide superior products and services to customers Improve Service 67% Quality Cost Reduction 40% Process Efficiency 34% Risk Reduction 32% It-Business 30% Alignment Regulatory 28% Compliance July 3, 2010 341
- Effective change management activities begin with the project launch and are sustained throughout a project • To be successful, change management needs to address a group of interrelated organisational factors − Strategy – assure business processes contribute to customer value − Structure – enables cross-functionality − Systems – formal processes and procedures including: planning, budgeting, resource allocation, controls and rewards, information and distribution systems − Leadership style – promotes a collaborative culture − Staffing – team oriented, open to change − Personnel skills – cross-activity trained − Shared values – promoted through culture and performance incentives
- Change management for BPM should directly address the these aligned with organisation strategy, structure and environment
- • To improve organisation performance, trained BPM performers and managers must adopt modified tasks in new or revised business processes within shared values nurtured by the leadership
- • Approach should produce intended, functional consequences and minimise unintended, dysfunctional consequences
4.3 Framework for Change Management• Three-stage approach − Activate the process owners and performers for change − Provide clear training for new behaviour − Support the new behaviour until it becomes learned or habitual Stage Name Content 1 Unfreezing Creating motivation and readiness to change (or unlearning current task behaviour) by: 1. Communication and acceptance of disconfirming information – admission that something is not working properly—a “burning bridge” 2. Connecting disconfirming information with a committed personal goal to reduce anxiety or guilt 3. Create a feeling of “psychological safety” to minimise loss of face or self-esteem 2 Change Through cognitive restructuring and training, perceive things, judge things, feel things and do things differently based upon a new perspective by: 1. identification with a role model, boss, mentor, trainer or consultant to see things from another’s perspective 2. Scanning one’s personal environment for information that validates the proposed change(s) 3 Refreezing Helping to integrate the new point of view and behaviours by: 1. New perspective and behaviour fits with an individual’s self-concept and incentives 2. Consistency with relevant others’ new behaviour and potentially new organisation
- Specific tactics and guidelines for consideration − Instill a sense of urgency for change − Select a good change management team − Leadership communicates an enterprise vision of change outcome − Leadership communicates frequently to as many relevant people as possible to sustain change momentum − Remove obstacles to change − Plan for early benefits − Sustain a benefit stream to maintain commitment to change − Institutionalise changes within the organisation culture and rewards
- Change management is not episodic
- • Agile organisation reacts quickly to changes originating from customer demands, competitor strategies and regulatory agencies
- • Some changes are transformational
- • Some changes are of lesser magnitude, but nonetheless provide additional value to customers
- • Change management should be viewed as a portfolio of tools to be used flexibly for efforts of varying degree
4.4 Change Management• During the Implementation Phase, change requests for business process and business process management activity specifications (e.g.; personnel, IT and financial resources; as well as BPM and Rules repositories) may arise• These should be prepared, reviewed and approved/denied consistent with the organisation’s standard Project Change Management policy and procedures• Sufficient justification for the change request must be included• Even smaller-scale efforts should submit a short-form request for review to gain some level of oversight for undertaking any changes to business processes4.5 Evaluation • Business process post-installation realised benefits (contrasted to expected benefits) are evaluated from − Assessing the financial and operational performance statistics collected by the BPM performance systems data collection (manual or automated) − Business Process performer interviews • Analysis should include a time series of statistics that has allowed Business Process performers to have mastered the task learning curve• Evaluate the financial and operational performance of the Business Process Implementation phase and the entire Business Process development or improvement project4.6 Quality Control• Quality Control or test plans for new and revised business process components are executed to evaluate the completeness, correctness, consistency, robustness and usability of both manual and automated tasks• First set of tests addresses workflow function – each manual and automated related new or revised task is independently evaluated − Do the outputs satisfy the requirements? − Is expected cycle-time achieved?• Next integration tests evaluate interoperability between related BPM, especially cross-functional processes’ components − Internal automated and manual business process modules − External components• Stress Tests are run to assess either persons’ or the software’s and hardware’s ability to complete “transactions” under high volume demands with a typical mix of concurrently executing tasks• Usability tests are completed by a sample of representative Business Process performers to identify improvements prioritised for the current release and a next release• Acceptance test evaluates the operation of all the manual and automated components with typical Business Process user participation• If this business process is outsourced, some representative from the Business Process Implementation team should observe these tests run at the outsourcer’s site 351. Implementation4.7 Roles• Business Process (possibly IT) Test Specialists to design, execute and assess various testing protocols, e.g., process walkthroughs, simulations and controls, software verification as appropriate and acceptance testing• BPM Trainers who develop and provide training to business process owners, managers, performers and support staff for both manual and automated components• For business processes that include automated components, Application Maintenance, Database, Data Centre and Networking management to assure end-to-end Business Process interoperability• Organisation Development (internal) consultants to continue and accelerate Change Management tasks• Business Process Repository Manager to implement required business process and business rules modifications• Technical writers to create or modify user, Business Process and IT manuals,4.8 Role playersKey Roles for The Process Enterprise • Process Owner • Process Project Manager • Process Analyst • Process Designer • Process Architects • Business Analyst • Subject Matter Experts • Executive Management and Leadership • IT OrganisationProcess Owner • An individual or group of individuals with an ongoing responsibility and accountability for the successful design, development, execution and performance of a complete end-to-end business process• Titles such as process leader, process coordinator, process manager and process steward are often used• Scope of responsibility may vary − May have direct or indirect authority over strategy, budgets and resources − May be business process owners, i.e., those concerned with end-to-end business processes which directly deliver value to the customers of the organisation − May be support process owners who may be concerned with those processes which support the organisation’s business processes such as human resources, financial or information technology processesProcess Owner• May involve other duties such as − Chairing transformation efforts − Integrating process results with those of other process owners − Advocating for process priorities − Benchmarking process performance − Coaching process performersResponsibility for process design − Accountable for the overall integrity and integration of the process design − May share decision rights relating to the process design with other managers or participants• Accountability for process performance − May manage the process, i.e., how work gets done, but not necessarily the people who perform the work − Managing process performance involves developing a strategy for the process, setting performance goals and objectives − Includes insuring that resources and skills are in place, measuring and communicating actual performance against targets and using this feedback to continuously reset goals and objectives − Initiate process transformation efforts and define incentives which insure that the process continues to deliver value to its customers• Advocacy and support − Need to manage communications and advocate for the processes under their care with executive management, customers, suppliers, participants and other internal and external stakeholders − Process managers continuously monitor results so they must also investigate and resolve problemsProcess Project Manager• Often, the first version of a process owner is a project manager responsible for a process improvement effort• Typically have responsibility for a project outcome, i.e., improvement to a business process, but lack direct control over resources, policies, budgets, etc.• Project manager is responsible for − Conjoining many disparate groups within the organisation − Adhering to the definition of project delivery methodology − Designing and implementing the processes − Managing change in order to achieve an overall process improvement• Throughout the project delivery process, project managers may monitor and control process operations in order to ensure that the scope of the project confirms to the project objectivesProcess Analyst • Manage process transformation projects, lead process discovery and design workshops, coach process owners and measure and report on process performance• Typically have a great deal of skill in documenting and understanding process design and performance patterns• Provide analysis and assessment of current processes, evaluate alternate process design options and make recommendations for change based on various frameworksProcess Designer • Significant process knowledge who design new business processes, transform existing business processes and implement plans• Possess analytical and creative skills• Use visual and mathematical models to describe each step in a process and the organisation of work • Ensures that the process design is in alignment and compliance with the overall business’ goals and policiesProcess Architects • May function in a business or technology role• May be focused on managing business performance or on mapping technology to business operations• Responsible for developing and maintaining a repository of reference models and standards with regard to a company’s products and services, business processes, performance measures and organisation• Engaged in business process analysis and transformation initiatives• Involvement may be from a standards and compliance perspective or as they may serve as subject matter experts to advise the team on the company’s process methodology• Through the analysis of business process architecture, companies identify opportunities for market advantage, business integration and various internal process initiativesBusiness Analyst • Responsible for analysing the information and technology needs of their business clients to help propose information and technology solutions• Facilitate meetings to assist the project team in analysing current technology mapping• Involved with business operations and designing new information and technology functions • Performs a liaison function between the business side of an enterprise and the information technology department or external service providersSubject Matter Experts• Deep understanding of the certain business functions or operations, often possessing years of experience as a participant in business operations• Provide input on the current process and assist in designing new processes• May have institutional knowledge about the rules governing the organisation’s processes, customer requirements or the organisation’s culture• Validate models and assumptions and are members of implementation teams providing change leadership as trusted stakeholders Executive Management and Leadership • Role of executive leadership is critical to business process management• Set the vision, tone and pace of business process improvement• Determine the direction and strategy of business process management, focusing the enterprise on its larger objectives• Allocate resources and reward success• Unify the various missions and groups throughout the enterprise and appoint and empower process owners or other individuals playing key roles in the management of business processes• Act as champions inspiring the enterprise to change, sometimes by creating a sense of urgency to overcome skepticism and resistance• Communicate the case for process management and remove obstacles which may impede progress toward the goal• Responsible for creating the environment for success, sometimes through influence and persuasion, other times by resolving conflict and removing roadblocksIT Organisation • roles within Information Technology groups who may play an important part in business process management including − Solution architects − System analysts − BPMS configuration specialists − Developers − Database administrators• Experts help define supporting technology solutions and may assist in defining new capabilities for business processes based on enabling technology• Assist in process transformation initiatives through the implementation of new technology while ensuring that the company’s technical standards are enforcedOrganisational Structures• Organisations have identified the need for new mechanisms for planning, budgeting and allocating resources in order to ensure that their processes are properly resourced, integrated and aligned with their strategic objectives• Important that organisations have a clear governance structure to provide leadership and clarify decision rights to enable cross- functional and departmental process improvement or management programs to succeed• Changes in the organisational governance structure that can be the root of resistance to business process management initiatives, sometimes causing them to fail• Individuals who may have had a great deal of power and control over resources based upon organisational functions, product lines or geographic boundaries may find that their performance measures, authority and span of control must change in order to successfully implement business process management
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