Modelling Excellence. Building Business Capability 10 th September 2013 Sydney, Australia. Sandeep Johal Senior Consultant

Transcription

1 Modelling Excellence Building Business Capability 10 th September 2013 Sydney, Australia Sandeep Johal Senior Consultant

2 "The engine costs $150,000 - the rest you get for free. Ferruccio Lamborghini ( )

3 Modelling Excellence Success Factors Modelling Excellence Determine purpose and scope Resolve Modeller s Dilemma Establish Process Architecture 3

4 Purpose of Modelling AGENDA Reasons for Modelling Process Improvement Process Communication Purpose to Scope Determine Purpose and Scope 5

5 Why Create Process Models? (Survey) Source: Wolf & Harmon (2011), Business Process Modelling Survey, A BPTrends Report 6

6 Reasons for Process Modelling Main motivators Process improvement Process communication 7

7 Process Improvement Motivations Common Process Improvement Objectives Increase revenue Reduce cost Increase quality Reduce processing time (time to market, time to customer) Improve customer service Increase customer satisfaction Increase process flexibility Increase process consistency Increase process compliance 8

8 Process Communication Motivations Provide relevant process information to stakeholders 9

9 Rationale of the Modelling Purpose The purpose will guide breadth, depth and type of information required Where are the start and end points? 10

10 Determine Process Scope Policies & Procedures Business Rules Guides Inputs Process Outputs Documents Forms Reports Products Reports Enablers Roles Applications 11

11 Determine Process Scope Policies & Procedures Business Rules Guides Inputs Documents Forms Reports Attend Conference Enablers Outputs Products Reports Roles Applications 12

12 Example of Process Scope Diagram (BPTrends Associates) Starting event Management ProcessCore Process Support Process Policies and guides come from other processes or from an External Stakeholder or a Process Enabler External Stakeholder Ending event Management Process Core Process Information that will be referenced by processes Policies, Rules & Methods that will guide the processing, manage risk, etc. Guides. Management Process Core Process Support Process Inputs come from other processes or from an External Stakeholder Inputs to Process: Material to be transformed Information to be processed States to be changed I n p u t s The Process Area: The Process / Activities Being Analyzed Enablers O u t p u t s Results of Processing Support Process Outputs go to other processes or to an External Stakeholder External Stakeholder People assigned to process Technologies used in process Facilities that are used External Stakeholder Support Process Management Process Core Process Enablers come from other processes or from an External Stakeholder External Stakeholder Copyright 2012 BPTrends Associates. 13

13 Resolve Modeller s Dilemma AGENDA Resolving the Modeller s dilemna The Modeller s Dilemna Syntactic Quality Semantic Quality Pragmatic Quality Resolve Modeller s Dilemma 14

14 Finding the Right Information Balance Too little Information Lacks useful detail Too Much Information Complex Inability to perform detailed analysis Large effort to obtain and maintain 15

15 Syntactic Quality (form) Accuracy of notation Compliance to an agreed standard e.g. BPMN, UML 16

16 High Syntactic Quality? 17

17 Semantic Quality (meaning) How well is reality represented in the model? Depends on completeness and accuracy 18

18 High Semantic Quality? 19

19 Pragmatic Quality (detail) How easy is the model to understand by the intended audience? 20

20 High Pragmatic Quality? 21

21 Score the following processes Process model Syntactic (form) Semantic (meaning) Pragmatic (detail) Make a cup of coffee Define strategic vision Raise a purchase order 22

22 Modeller s Dilemma Syntactic (form) Semantic (meaning) Pragmatic (detail) Result High Low High Useful for implementation only Low High Low Inconsistent models Low Low High Useful for communication only Sweet Spot Find the right balance 23

23 Resolve Modeller s Dilemma Balance of Pragmatic, Syntactic and Semantic Quality Pragmatic (detail) Sweet Spot Syntactic (form) Semantic (meaning) 24

24 Modeller s Dilemma: Find the Sweet Spot Pragmatic Sweet Spot Syntactic Semantic SOLUTION Process Architecture 25

25 Establish Process Architecture AGENDA The role of process architecture What is Process Architecture? Why use Process Architecture? How does architecture connect to modelling? Establish process architecture 26

26 What Is A Process Architecture? An eco-system of processes 27

27 Example Process Architecture 28

28 Example Process Architecture 29

29 Define Different Modelling Levels World Map Analogy Business Process Architecture Process Information Details (e.g.) World Country Level 1 Level 2 Process Class Process Category Manage Human Resources Manage Staff On Site City Level 3 Process Manage Induction Street Level 4 Activity Perform Induction Direction Level 5 Task Show Emergency Exits 30

30 Why Process Architecture? Relationships Common vocabulary Impact analysis 31

31 Summary Indicators of process modelling excellence: Determine purpose and scope Resolve Modeller s Dilemma Establish Process Architecture 33

32 "The process engine costs time and effort - the rest you get for free. 34

33 Contact Details Sandeep Johal Senior Consultant Leonardo Consulting m: e: w: O: Suite 602, 365 Little Collins St, VIC

34 Copyright, Leonardo Consulting 2013 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of Leonardo Consulting. Copyright Leonardo Consulting 36