PROCESS LED TRANSFORMATION & SUSTAINABILITY BUSINESS PROCESS MANAGEMENT USE CASE IMPRIVA Inc. 101A Clay St. #196 San Francisco, CA 94111 877.838.9714 www.impriva.com
US Content Pain Point 3 Key Terms 3 Day In The Life At The Office 4 Solution 5-6 Solution Overview 7 Business Scenario Solution 7 CPR At The Office 8 Summary 9 About IMPRIVA 9 Contact Us 9 2 Process Led Transformation & Sustainability
E CASE: Process Led Transformation & Sustainability Introduction PAIN POINTS Knowledge Management Constrained retention of knowledge capital, continuity in skillsets and capabilities due to attrition, rotation, aging workforce and new hires for effective and sustainable knowledge transfer. Process Collateral High cost and effort to maintain and sustain current and relevant training and onboarding materials. Return on Investment (ROI) Limited ROI of new technologies and applications due to lack of adoption from resources dependent on old systems and processes. KEY TERMS Requirements Elicitation & Gathering Inability to elicit requirements for application implementations and testing. Poor translation of business requirements into software requirements and specifications. Corporate Strategy Metrics Efficiency & Effectiveness Lack of transparency into change impact of KPI s qualitative and quantitate measures used to review the organization s progress against corporate goals and objectives. Governance Inability for process artifacts and their data to be consistently maintained across the enterprise and to each stakeholder. Business Process Management (BPM) BPM is a holistic approach and practice of optimizing and refining business processes to conceive the organization as a set of interrelated end-to-end business processes. As W. Edwards Demming said, You can t improve what you don t measure. BPM eradicates the organizational siloes and allows visibility of the process interactions and dependencies from a CEO s 30,000-foot view all the way down You can t improve what you don t measure. to the sequential step required to meet - W. Edwards Demming business objectives. BPM provides a dynamic platform to build and facilitate a more flexible infrastructure for better understanding of change impacts to business process and enterprise architecture decisions. BPM technology brings alignment of front office operations to back office operations, cultivates and supports organizational agility and innovation and drives cohesive and efficient strategies to increase the customers experience and value. Central Process Repository (CPR) Central Process Repository is a single source of truth for business process content in your enterprise. Utilizing CPR with a relational database affords the ability to search internal business processes much like surfing the internet for information. The repository allows organizations to focus on optimization and analysis to adapt to technological, competitive and regulatory changes to deliver excellence through process transformation. CPR provides a scalable solution to meet the needs of several users to thousands of users that are often in separate time zones and geographic locations. Process Led Transformation & Sustainability 3
Business Scenario DAY IN THE LIFE AT THE OFFICE Michael Michael is the top salesperson at Dunder Mifflin; however, he struggles with sharing his sales vision and method of success with his sales staff. Although Michael has a strong sales background, he has limited visibility into other lines of business within the organization and is unable to provide prospective customers with prompt answers and quickly respond to changing customer demands. Michael needs a way to connect, communicate and collaborate his vision and to provide transparency to the different functional areas of the business. Additionally, Michael requires a more accurate understanding of the end-to-end integration within his office to reduce inefficiencies, enhance handoffs and drive revenue. Developing a holistic experience, Michael will become more knowledgeable and better positioned to take advantage of sales opportunities. Angela Angela is preparing to go on maternity leave and during the creation of a detailed maternity leave checklist to cover the departmental details while she was out, she realized that Dunder Mifflin did not have a knowledge repository to store or retrieve the organizations intellectual knowledge. The limited process and training collateral Angela was able to locate in disparate systems and files proved to be out of date and irrelevant. Although Angela has a personal wealth of knowledge, the lack of a centralized system available to facilitate learning and/or knowledge exchange has left Angela uncertain and concerned about the sustainability of her department during her leave. PERSONNEL Michael Regional Manager Angela Senior Accountant Ryan Temporary Worker Meredith Supplier Relations Darryl Warehouse Foreman Ryan Ryan has been hired by Dunder Mifflin as the temporary/interim accountant to meet business demands during Angela s maternity leave. The documented training collateral available to Ryan to replicate Angela s expertise, wisdom and skills is inadequate; the training material and limited process documentation has proven to be obsolete or non-existent. As a result, Angela will be required to spend a majority of her time providing Ryan hands-on training rather than utilizing documented collateral to communicate process expectations and reduce operational ambiguity for Ryan while she is on leave. Meredith & Darryl Meredith is working with Darryl to implement a new warehouse management software which will streamline operations between the business and the warehouse. Meredith is struggling to fully understand the business needs within the given context. Whether the requirements were not clearly understood or communicated initially, they are constantly evolving over the course of the project. Meredith s objective is to bridge the gap between the businesses functional requirements and IT technical requirements to provide a clear solution. Meredith requires a way to document and collaborate requirements, written in a language that is understandable by both groups to ensure all requirements are being considered and prioritized. 4 Process Led Transformation & Sustainability
IMPRIVA Solution SOLUTION The scenarios described plays out far too often in the modern work place. The world is moving to a Google mentality, relying on Google to provide the how to and why instruction for any given topic. Unfortunately, Google provides a generic or universal solution to situations and scenarios that require proprietary solutions. Adoption and implementation of a Central Process Repository (CPR) solution, a connection to the business with relevant proprietary business process information and expertise, can be provided on a global scale. CPR systematically captures, organizes and categorizes an organization s knowledge for searchable and retrievable information such as: What processes are supported by which applications? Who is the business process owner? As a new hire, what tasks am I responsible for? Who depends on me? Who do I depend on? How do I handle process exceptions, rejections or fails? Documenting your business processes in a relational database can create a competitive advantage and improve business agility. Collaborative, central repository and relational database tools are imperative to bridge organizational barriers while benefiting from full transparency of all activities across the team and organization, as well as: Increased Revenue Process Performance Decreased Costs Agility Increased Revenue Process Performance Relational Database Central Repository Decreased Costs CollaborativeInteraction Agility Process Led Transformation & Sustainability 5
IMPRIVA Solution SOLUTION CONTINUED In order to improve and streamline your business, you must first measure where you are today in order to make improvements for the future. In the ever increasing visual world we live in, documenting processes visually becomes more than just a picture. The use of a relational database to map out business processes provides explicit details of every step and the resources required to execute the process. The visualization of the mapping exercise helps to communicate a process to those unfamiliar with it, such as a new hire, reducing the time needed to learn the details of the business process. The robustness, flexibility, performance, and scalability of a relational database enables information to be visually The robustness, flexibility, performance, and scalability of a relational database enables information to be visually analyzed from various perspectives. analyzed from various perspectives. Every task, application, role, position, input, output, connection, relationship is stored in the relational database repository, thus ensuring maximum reusability of the data and models. A relational database integrated environment incorporates all features for analyzing and optimizing an organization s business processes based on a common repository to reduce redundancies and increase productivity for optimal management and sustainment of the business and enterprise architectures. Business processes serve as a communication conduit of data and information across an organization. Regardless of the level of efficiency and effectiveness of the business processes, they represent the business footprint to meet business objectives, yet they are often ignored. Process documentation can also be considered the proverbial handshake between management, the business and IT, providing alignment of responsibilities and greater accountability to ensure objectives are met. Documentation A CPR solution coupled with process establishes a system of checks and documentation facilitates an ecosystem where balances to drive standardization to there is visibility, traceability and transparency to achieve replication, efficiency, and make informed decisions around cost reduction, consistency in process delivery and execution. Consequently, management has the capacity to reduce costs, enhance proficiency and productivity enhancements and production to support and enable enterprise architecture management and enterprise-wide global definition and design. to protect and optimize corporate resources. A CPR solution coupled with process documentation facilitates an ecosystem where there is visibility, traceability and transparency to make informed decisions around cost reduction, enhancements and production to support and enable enterprise architecture management and enterprise-wide global definition and design. 6 Process Led Transformation & Sustainability
IMPRIVA Solution SOLUTION OVERVIEW Process Creation/Refinement Document business processes in a central process repository (CPR). Collaboration Share and collaborate process content throughout the organization; understand the business from an end to end and functional perspective. Reporting Design and develop reports constructed utilizing custom configuration and conventions based on end user specific requirements. Continuous Improvement Utilize as-is processes as a baseline for to-be process improvements, transformations and implementations. Process Creation/ Refinement Collaboration Reporting Continuous Improvement BUSINESS SCENARIO SOLUTION Dunder Mifflin engaged in an as-is process documentation initiative. A central process repository (CPR) was implemented to capture, store, secure and retrieve business process and information exchange of the current as-is processes. The fidelity of a single source of truth for process creation/refinement provided direction to capitalize on valuable and relevant information to ensure the scope of the BPM effort produced quality data. The standardization of business processes promoted collaboration to leverage the benefits of having data in a single source of truth; thereby, the extraction of more accurate analytics. Reporting provided key stakeholders with real time, critical information to make decisions about how to improve resource utilization, handle process exceptions or transform the way a process is executed. As a result, the Dunder Mifflin employees are able to collaborate and share relevant and current documentation that exists between process models and process documentation. With the benefits of the integrated people, data, and process relationships that CPR delivers, the organization was equipped to make better and wellinformed operational continuous improvement decision for quick, applicable and effective execution. The CPR initiative helped Dunder Mifflin improve their organization s agility and allowed it to embrace new initiatives while providing better customer service and improving global operations. The single source of truth lead to accurate and consistent data, streamlined processing and information exchange across the enterprise. Process Led Transformation & Sustainability 7
IMPRIVA Solution CPR AT THE OFFICE Michael Michael is able to work with the sales organization and share his vision; information is shared dynamically and visually with the capability to document and measure the actual processes performance. Sales strategies are optimized based on real time process data and statistics to ensure success. The visibility of the sales team s tasks and responsibility has opened the lines of communication and resulted in increased sales and customer satisfaction. Each member of the sales team not only understands their workload, but also understands the process dependencies, both upstream and downstream. Subsequently, suggestions to streamline sales business processes for optimal efficiency have increased. Understanding the business from end to end has facilitated a more proactive, rather than reactive, Dunder Mifflin sales team. Angela Angela is satisfied her maternity leave will be void of constant calls from her temporary replacement, Ryan. The processes she is responsible for have been documented and approved for accuracy using a governance workflow and stored in the central process repository. The knowledge transfer sessions with Ryan covered both the explicit and implicit documented process rules that must be followed. Angela and her team are aligned on processes and best practices and the risk impact while she is on maternity leave has been minimalized. ACHIEVEMENTS Michael Well-defined strategic sales vision and business visibility Angela Efficient knowledge transfer Ryan Successful on-boarding and training Meredith & Darryl Thorough software implementation Ryan Ryan s first week at Dunder Mifflin was very productive. He received training on how to access the central process repository and read through the process information. The measurable knowledge transfer Ryan received clearly defined what process steps are required, why the process is done, what could go wrong and who needs to be involved. Ryan is happy and confident at Dunder Mifflin and has been able to assimilate into his role quickly and confidently. Meredith & Darryl Meredith and Darryl are very confident in the warehouse management software implementation. Through a to-be business process initiative leveraging the as-is content, Meredith and Darryl were able to gather and visually document the full scope of requirements, both functional and technical. Populating the content into a central process repository, the requirements were converted into a report to provide supplementary support to the developer for configuration. Furthermore, full visibility and traceability of implementation requirements and testing have been leveraged for consistent, repeatable, and standardized processes. The improvements to the operating structure reduced the warehouse s risk exposure. The utilization of the CPR solution helped facilitate the logical changes for optimal sustainment of a streamlined warehouse management operation. The ability for IT and the business to communicate through the CPR tool maximized the overall ROI. 8 Process Led Transformation & Sustainability
IMPRIVA Solution SUMMARY Dunder Mifflin recognized that in order to achieve economies of scale, increase process efficiencies, and have better access to their data, they would need to standardize on a single, global central process repository instance. The CPR solution provided visibility into their operations, data and business processes encompassing, but not limited to, roles, positions, risks, controls, KPI s, and application systems. Navigation links between business processes and training materials provided the new and existing employees the knowledge and confidence to execute and achieve business objectives. The documentation in the CPR system provided visibility for predictable solutions to application implementations. The transparent processes brought about collaboration and feedback channels between the business, development and testing teams yielding a more effective solution. The consistency, standardization and fidelity of the CPR solution afforded an environment in which business processes and data are now shared accurately across the enterprise. ABOUT IMPRIVA IMPRIVA is a strategic Business and IT consulting firm that delivers value accretive solutions for our customers leveraging our core competencies: ERP Implementation Optimization Lifecycle Management Technical Monitoring Solution Traceability Business Process Blueprinting CONTACT US Business Process Transformation Enterprise Architecture Management Application Portfolio Management Project Portfolio Management Integrated IT Planning MPRIVA s CPR/BPM solution is scalable and dynamic while offering a proven framework and methodology that can cure any business process pain point and help organizations resuscitate their business to achieve strategic goals and outpace competition. IMPRIVA Inc. 101A Clay St. #196 San Francisco, CA 94111 877.838.9714 www.impriva.com Process Led Transformation & Sustainability 9
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