Modelling Excellence. BBC Las Vegas November Sandeep Johal Senior Consultant

Transcription

1 Modelling Excellence BBC Las Vegas November 2013 Sandeep Johal Senior Consultant

2 About The Speaker: Sandeep Johal Specialise in Business Process Management (BPM) Across industries: government, education, finance, utilities, and natural-resources. Trained over 300 people across Australia in toolbased modelling. Written several white papers on BPM Benefits Realisation. 2

3 Agenda 1) Introduction 10) Summary 2) Definitions 9) Selling Process Models 8) Model Life Cycle Modelling Excellence 3) Purpose & Scope of Modelling 4) Resolve Modeller s Dilemma 7) Role of Process Architecture 5) Designing and Using Modelling Conventions 6)Reusing Process Models 3

4 PURPOSE & SCOPE OF MODELLING 4

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

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

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 7

8 Process Communication Motivations Provide relevant process information to stakeholders 8

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

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

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

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. 12

13 RESOLVE MODELLER S DILEMMA 13

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 14

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

16 High Syntactic Quality? 16

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

18 High Semantic Quality? 18

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

20 High Pragmatic Quality? 20

21 Modeller s Dilemma Syntactic (form) Semantic (meaning) Pragmatic (use) Result High Low High Useful for implementation Low High Low Inconsistent models Low Low High Useful for communication Sweet Spot Find the right balance 21

22 Resolve Modeller s Dilemma Balance of Pragmatic, Syntactic and Semantic Quality Pragmatic (use) Sweet Spot Syntactic (form) Semantic (meaning) 22

23 Modeller s Dilemma: Find the Sweet Spot Pragmatic Sweet Spot Syntactic Semantic SOLUTION Process Architecture 23

24 ROLE OF PROCESS ARCHITECTURE 24

25 What Is A Process Architecture? An eco-system of processes 25

26 Example Process Architecture 26

27 Example Process Architecture 27

28 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 28

29 Why Process Architecture? Relationships Common vocabulary Impact analysis Diagnosis Define Detail 29

30 Application to Modelling Process architecture is a model Define which part of the process architecture is impacted Shows which other processes are there before and after the process in focus. Allows to see which other areas of the process architecture are currently in development / change Define what level of process detail is required and what notation should be used Can you think of more? 30

31 Summary 1) Introduction 10) Summary 2) Definitions 9) Selling Process Models 8) Model Life Cycle Modelling Excellence 3) Purpose & Scope of Modelling 4) Resolve Modeller s Dilemma 7) Role of Process Architecture 5) Designing and Using Modelling Conventions 6)Reusing Process Models 31

32 Contact Details Sandeep Johal Senior Consultant Leonardo Consul-ng m: e: w: O: Suite 602, 365 LiCle Collins St, VIC

33 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 33