Monday: Breakout Session 2 Workshop B Time: 2:45 p.m. - 4:00 p.m. Location: Regency 2 BUSINESS PRACTICE REENGINEERING: WHAT CAN YOU DO TO IMPROVE OUTCOMES? Are you trying to do more collect more money, establish more paternities, see more customers, locate more people and assets, and help more children? Are you operating with less money, less staff, less time, and less patience? There is hope and there are ways to improve performance without spending a lot of time and money. Come to this session to hear how you can reap long-term benefits with a little bit of up-front effort. Take home effective ideas you can use that will help you do more with less. Presenters: China Widener Senior Manager Deloitte Consulting Columbus, OH Jeff Ball Attorney Support Consulting, LLC Loveland, OH Moderator: Joe Perry Health and Human Services SRA International Fairfax, VA My Notes... ERICSA 47th Annual Training Conference & Exposition Lexington, Kentucky 10
Business Process Reengineering: Approach and Tools Overview China Widener and Jeff Ball 1
Agenda Conducting Business Process Reengineering: - Common Goals - Approaches - Tools Using BPR Results: - Inform System Modernization - Identify Service Delivery Opportunities - Define/Refine Priorities Critical Success Factors and Best Practices: - General observations - State specific observations 2
Conducting BPR Most Common Goals Improving Child Support Operations Improve and Support Workflow, Policies and Procedures Identifying ways technology can enable/support more efficient processes Reduce cost and administrative overhead Identify more efficient organizational and operational support structures Improving Customer Service Identify more efficient service delivery models Improve public performance expectations Promote case ownership through self-service Improve predictability and consistency in enforcement Maximizing Revenue Increase Performance on Federal Measures Increase Performance on State Measures Seek General Revenue Investment and/or Non-IVD fees 3
Agency Strategic Goals Business Requirement 1 Business Requirement 1.1 Business Requirement 1.2 Business Requirement 2 Business Requirement 3 Business Requirement 3.1 Software Requirement Functional Design Technical Design Test Cases UAT Project Start = Aug 1, 2007 Prep Prep Non Financial Functionality Blueprint Financial Functionality / All Functionality from UAT Forward Blueprint Realization Development & Unit Test Development & Unit Test CAMS-II Timeline (time in weeks) Int. Test Realization Int. Test Final Prep 180 Day Warranty Yr Yr Yr 32 2 64 96 3 128 4 168 192 UAT 6/2/2010 B604 Approval 6/2/2010 M&O Option Year 1 Start 6/2/2010 End of Base Development And Implementation Contract BPR Approach Overview Questions that are answered: Technology Roadmap PILOT Deploy SW What process and technology changes can help improve my program performance? What are our options for system upgrade/replacement? Current & Future Business Process Process Subprocess Business Activity Workstep Decompositions are hierarchical lists Flow diagrams incorporate sequencing and logic Business Requirement 3.1 Gap Analysis Traceability Matrix Team Leader for Application Development Revised Service Delivery Model Executive Manager Project Manager Lead Technical Systems Architect Quality Assurance Advisors Deputy Project Manager Team Leader for Testing Performance Management Framework Team Leader for Implementation How should we be organized to deliver services in the most efficient, cost-effective manner? Can services be delivered via different channels? What are the performance metrics that support CSE s strategic goals How do we integrate these metrics into reporting tools?
BPR Similarities and Distinctions by Program Type Similarities: Process, Tools, and Communications Scope Dictates Level of Effort Work Session Process: Capture, Review and Validate Use Same BPMN Tools Create BPR Ambassadors Communication and Change Management Remain Key Strategies Distinguish Tactical vs. Strategic Recommendations State Administered State Supervised/County Administered Distinctions: Participation, Logistics and Information Capture Steering Committee of Agency Executive Leadership Central and Regional Office staff State carries burden for funding (staff travel) Unlimited Access to Participants Can utilize an 80/20 Rule Select particpants Common Priorities/Authorities More Likely to Conduct Core Work In Person Steering Committee May Include State And County Agency Leadership State And County Staff (Cross Representation: Small, Medium And Large Counties) May Require More Participants County May Be Required Carry Funding Burden For Particpants;access To Participants May Be Limited To Work Sessions Apply 80/20 According To County Size Accept Particpants Different Priorities/Authorities Core Work May Be Conducted By Conference Call 5
Conducting BPR Tools Points to Consider Tool should : Utilize Business Process Modeling Notation Standards Support capture of people, process and Technology information Create Traceability Level 1: Processes Level 3: Work Step Level 2: Sub-processes Roles General Software Mapping 6
Using BPR Results System Modernization Options Business Process Technology Options Strategic Recommendations People IT Guiding Principles Application Building Blocks Funding Options Process Technology Enhance Existing Technology Replace Existing Technology Analyze Process Maps Build Strategic Recommendations Determine Technology Strategy 7
Using BPR Results Identify Service Delivery Options A Service Delivery Model refers to the way an organization delivers (or coordinates the delivery of) services to constituents A service delivery model view focuses on the network of organizations, people, and the administrative funding model that are involved in the overall delivery of programmatic services. A service delivery model assessment is informed by underlying business processes and technology solutions that support key business functions. Analyze Statewide Caseload and Staff Distribution Analyze Functions to Organizational Alignment Analyze Administrative Funding Model Analyze Human Capital Impacts 8
Performance Management Metric Design Goal Setting Metric Integration Governance Structure Performance Management Framework Design performance metrics Sets goals for each of the metrics that are realistic to help incentivize staff Integrates performance metrics in existing performance plans Establishes a governance structure that institutes accountability at all levels of the organization and provides a plan for monitoring performance 9
A Roadmap to Sequence Strategic Priorities High Level Implementation Roadmap
Critical Success Factors and Best Practices Consider Purpose and Timelines Identify common understanding among leadership for pursuing BPR (business case, roadmap, CBA, change management, etc). Timelines: funding, legislation, APD, contract negotiations Shared Deliverable Expectations Project Sponsorship It is important to agree upon BPR project deliverables content prior to deliverable development. Deliverable reviews are more beneficial when a select number of participants are included in the process; and comments are collective reviewed for consistency. Identify a State project owner who is accountable for the projec t s timely completion. The Project Owner should communicate project value and need for commitment to process and continuity of participants. Access to Participants There should be regular access to both State and project leadership and project team members. Stakeholders should actively participate in the assessment. Access to Documentation In order to effectively assess processes, policies, and technolo gy, access to existing documentation is critical. 11
Lessons Learned: State Views Indiana Lessons Learned Project Sponsorship Approach and Process Access to Participants Policy implementation 12
Lessons Learned Stakeholder and Steering Committee Involvement Have fiscal stakeholder buy-in before, during, and after project. Require key county staff stakeholders to attend some SME sessions Have a steering committee of internal and external stakeholders is important for good results and obtaining buy-in. The steering committee should have input into decisions and provide guidance for the effort. A steering committee that serves only to rubber-stamp results can be a detriment to the effort when it is time to implement change. 13
Lessons Learned Staff Involvement Staff involvement in the Business Process Redesign effort is extremely important. A serious time and effort commitment is needed from staff. It is an agency wide effort. Adequate resources should be allocated to the effort and it needs to be a top priority for the agency. Communication and engagement should be ongoing well after the results are published. Staff should be educated in the BPR findings and challenged and encouraged to think of ways to use the results to improve the program. Simplifying and streamlining policies is now and will be a culture shift in our agency. 14
Lessons Learned Staff Involvement (con t) Dedicate more State resources for attending sessions and reading documentation and deliverables Provide an open forum where front-line child support staff can provide feedback regarding processes and procedures without being bound by policy or other constraints. Provide better coverage of centralized functions at the JAD sessions. This included documenting those processes and including the appropriate SMEs in the JAD sessions. Distribute deliverables for review via the BPR website. 15
Lessons Learned BPR Procedures Have SME logistics worked out if State is paying costs A clear communication plan that details next steps and expectations on how the results of the BPR will be used helps to keep momentum going and avoids rumors. Ensure formal modeling process standards are followed to avoid rework later; spend more time helping vendors to understand the current environment so they are better prepared in work sessions. Ensure a consensus is obtained from work group when multiple opinions are expressed. Provide deliverable review instructions via an interactive conference call, provide ongoing assistance to SMEs and allow additional time for delivery review. 16
Lessons Learned Policy Issues and Subsequent Implementation Management needs to set an agency wide vision that developing more simplified, streamlined, and controlled policies and processes will be the norm in the future. Recommendations from the Business Process Redesign are a high level starting point. They are a first step of process improvement. Recommendations will need to be further defined, analyzed and prioritized. There is a lot of work to do to implement the recommendations after the study is final. 17