Process Modelling and analysis. Proposing a Higher Education Reference Model

Transcription

1 Process Modelling and analysis Proposing a Higher Education Reference Model

2 Enterprises are complicated and complex Everyone has a different view / perspective / window / frame / ref point We need something to talk at a constant

3 Organisational Overlays People Committees Events Locations Data Procedures Teaching Systems Initiatives Risk Projects Easy wins Regulations Rules Courses Research Stakeholders Hot Spots Strengths Weaknesses Disciplines Goals Roles Pain Points Strategy

4 Organisational Constants Organisation Location Rules, Controls, Strategy Events Things (assets, programs, subjects, ) Process Who Where Why When What How

5 PROCESS PROCESS PROCESS PROCESS Dimensions of analysis ORGANISATION ORGANISATION ORGANISATION GOALS GOALS DATA ORGANISATION A B C D E F G H 1 2 * 3 * 4 * * * 5 * 6 * 7 * 8 9 * GOALS A B C D E F G H 1 2 * 3 * 4 * * * 5 * 6 * 7 * 8 9 * This goal impacts on these processes These orgs do these processes These processes do nothing towards goal These are common processes done by many orgs DATA A B C D E F G H 1 2 * 3 * 4 * * * 5 * 6 * 7 * 8 9 * This process needs this data These processes need same data Data collected noone cares about SYSTEMS A B C D E F G H 1 2 * 3 * 4 * * * 5 * 6 * 7 * 8 9 * The same processes uses diff systems This system can do these processes This process is not supported by a system GOALS A B C D E F G H 1 2 * 3 * 4 * * * 5 * 6 * 7 * 8 9 * This goal impacts on these orgs These orgs are working on these goals DATA DATA A B C D E F G H A B C D E F G H * 2 * 3 * 3 * 4 * * * 4 * * * 5 * 5 * 6 * 6 * 7 * 7 * * 9 * These orgs use the same data This data is important to X orgs This goal has no data about it This data is impacted by these goals SYSTEMS SYSTEMS SYSTEMS A B C D E F G H A B C D E F G H A B C D E F G H * 2 * 2 * 3 * 3 * 3 * 4 * * * 4 * * * 4 * * * 5 * 5 * 5 * 6 * 6 * 6 * 7 * 7 * 7 * * 9 * 9 * This org has these systems This system helps with X goals These systems use the same piece of d These orgs have no systems These systems are used by These goals impact on these systems This goal has no system

6 Process Links People Committees Events Locations Data Procedures Systems Initiatives Risk Projects Easy wins Key Dates PROCESS Regulations Working Parties Rules Stakeholders Hot Spots Strengths Weaknesses Goals Roles Pain Points Strategy Inductions

7 The CSU Process Model

8 Org. unit Process Model Developing organisation unit Process models provides a vehicle for analysis of the enabling processes owned by the unit: Operational divisions typically describe a generic set of core processes: 1. Support Customer 2. Provide and Maintain Infrastructure and Services 3. Provide Strategy and Advice + Service processes e.g., in this example, the Employee Lifecycle

9 Overlay: Organisation

10 Overlay: Procedures Core 1: Support Users Understand Services & Infrastructure Provide Service Desk Manage Requests Manage Incidents & Problems Core 2: Provide & Maintain Infrastructure & Services Determine Requirements Develop Solutions Build Services Maintain & Improve Services (Change, Release, Config) Retire / Replace Services Maintain Relationships Understand the Enterprise & Technology Current Core 3: Provide Advice & Strategy Future Research Ideas & Determine Requirements Develop Models, Standards & Information Provide Advice, Strategy & Education Optimise Models & Advice Retire / Replace Models Change Representativ e Ord Change Approvers Change Management Process Workflow Minor, Medium & Major Changes (1) Submit Request for Change (RFC) (2) Obtain Stakeholder Endorsement (10) Seek Approval to Close Change Manager (3) Approve RFC (minor) (8) OK & Schedule Implementation (minor) (11) Review & Close (minor) Change Advisory Board (4) Approve RFC (major & medium) (7) OK & Schedule Implementation (major & medium) (12) Review & Close (major & medium) Change Implementers (5) Build & Test Change (9) Implement Change Change Authorisers (6) Obtain Authorisation to Implement

11 Drive Process Health checks 4 3 Median Health Score (across all T&L Processes) 2 0=Healthy, 4=Unwell 1 0 Process Understanding Effectiveness Efficiency Information Consistency Compliance Uni Outcome Faculty Outcome Infrastructure / Systems Support Assessment Criteria Issue Impact Improvement opportunity Recruitment paper based Differing timing, documentation, requirements associated with CSU versus external accreditation. There is a different process for every course which results in duplication of workload. Vulnerable to human error and dissatisfied candidates The number of professional bodies that Faculty of Health Studies deals with makes this a significant problem & cost Implement e-recruitment Synchronise wherever possible the CSU and external review processes. Key players are Faculties, Senate and Secretariat.

12 Overlay: Systems

13 Overlay ICT Investment Project bids 06 Approved projects 06 Approved projects 08

14 Opportunities New approaches to risk management, continuous improvement and review Refining organisational structures Drawing attention to the main game Conveying complexity Communicating in a common language Establishing a Strategic Application Plan Portfolio Management Eliminating duplication Creating opportunities for real enterprise wide change

15 Diversity sure!

16 University Process Model A HE Reference model

17 Stakeholder context model

18 Stakeholder Model & the Reference model Used in conjunction with the Reference Model ask: What processes are involved in these interactions? How well are these interactions fulfilled? Who is a stakeholder in this process? Who should be involved in analysis, reform and renewal efforts?

19 Time spent drafting, reviewing, and gaining consensus on a high level process model for the organisation is time well spent. It provides the basis for communicating the business of the institute to a wide audience and supports wide ranging applications, some examples being business process management, applications portfolio management, business continuity, induction, and decision making on investment in strategic and tactical initiatives with or without an ICT component.