Where BPM and Change Management Meet

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  • 1. Connecting Process Professionals 1 Where BPM and Change Management meet Paul Walsh | Oakton 8th September 2012
  • 2. Agency Reform Consultancy - Where BPM met OCM • BPM Link September 2012 www.oakton.com
  • 3. Agenda • Background • Oakton’s Brief • Discovery • Findings • Recommendations www.oakton.com.au 3
  • 4. Background • Medium sized agency – Almost 1300 staff – Responsible for budget >$4b (2010/11) • Subject to numerous reviews the latest in April 2011 • Independent Review had 39 recommendations • 38 of these accepted in Government’s response in July 2011. • This led to over 120 individual action items to be finalised by 30 June 2012! www.oakton.com.au 4
  • 5. www.oakton.com.au 5 My first meeting at the Agency
  • 6. From Independent Review (2011) Recommendation 31: Corporate reform efforts within the Agency should be accelerated to promote a culture geared towards delivering results and enhancing productivity, especially by reducing staff turnover, streamlining business processes and reducing paperwork. www.oakton.com.au 6
  • 7. Oakton’s Brief The Terms of Reference (TOR) included: • Recommendations to improve business process reform within the Agency , including current policy, guidelines and tools. • Development of a business process framework covering the whole of the Agency • A stocktake of Supporting (Enabling) processes and Management processes (with a “light touch” approach to core processes). • Identification of five quick wins for streamlining processes. www.oakton.com.au 7
  • 8. Business Process Management Initiate Assess Continuous Improvement Streamline Planning Stakeholder Engagement and Ownership Process Modeling and Management Organisational Change Impact Learning and Development Initial BPM analysis and definition documentation Current state assessment documentation Streamlined process documented and implemented Process measurements and controls documentation Control Build BPMI leadership, understanding and commitment Understand all dimensions of the current business processes Improve efficiency, effectiveness and adaptability of the business processes Implement a framework to measure and control the streamlined processes for ongoing improvement Implement continuous improvement processes Continuous improvement documentation Effective,efficientand adaptableprocesses Oakton’s BPM Framework
  • 9. Business Process Development & Management Policy Developed in 2006 following a review. — A vision • This policy provides the context and rationale for the Agency’s new approach to the development and management of business processes and the creation of new quality control points which include testing, approval, release and reporting. It explains the key elements of the governance regime, and the reasons for the various components. — Defined a minimum mandatory business processes • Common Business Processes — Accessibility of business processes – Instructions, Policies, Guidelines, Tools — Policy, business processes and knowledge sharing — Accountability for business processes — Effective and transparent management of business processes www.oakton.com.au 9
  • 10. Multi-lateral agreements Channels Non-Gov Organisations Grant schemes Scholarships Projects and tenders Business Architecture www.oakton.com.au 12 1 2 3 4 Strategic Drivers Purpose Strategic Goals Portfolio Strategies Plan Design Deliver Monitor Program Lifecycle Delivered Services Business Transformation and Adaptability People Finance Information Assets Infra- structure Systems Business Planning Resource Planning Functions Investment Framework Processes Governance Example of a high level business architecture Policies 5 External Stakeholders and Value Chain Posts Comms Channels
  • 11. Strategic themes – stakeholder feedback Many of the strategic opportunities and issues raised by Senior Executive appeared to be symptomatic of rapid growth. www.oakton.com.au 13 Planning – There is room to improve the planning process that links strategic goals with investment decisions Proportionality – Current initiatives are aligning investment processes with program value and risk. Enabling processes and systems – Are geared around old delivery modalities. System ownership is an issue. BPM is not strategically aligned. Workforce skills – There is a requirement for more program management and delivery skills. Program alignment – There is room to better align program planning and design with country strategies. Governance – There is merit in developing and communicating an overarching governance framework. Corporate knowledge and information –not as agile as it could be – this is partly about process, partly about corporate knowledge and management of information.
  • 12. Business process maturity – An snapshot Strategic Alignment Governance Methods Information Technology Culture People Process Improvement Plan Process management decision making Process design & modelling Process design & modelling Process skills & expertise Responsiveness to process change Strategy & Process Capability Link Process roles & responsibility Process implementation & execution Process implementation & execution Process management knowledge Process values & belief Process Architecture Process metrics & performance Process control & measurement Process control & measurement Process education & learning Process attitudes & behaviours Process Output Measurement Process management standards Process improvement & innovation Process improvement & innovation Process collaboration & communication Leadership attention to process Process customers & stakeholder Process management controls Process project & program management Process project & program management Process management leader Process management social networks www.oakton.com.au 14 Adapted From Jeston & Nelis 2006 BPM: Practical Guidelines for Successful Implementations In place Partial or being developed No evidence or only evident in one or two pockets
  • 13. www.oakton.com.au 15 Process Stocktake Level 1 process Confirm the description of the Level 1 process Level 2 process Confirm what Level 2 processes are in scope of the Level 1 process Process owner Who are the Level 1 and Level 2 owners? Process health check What is the state of the current Level 2 processes? Effective, Could be improved, major issues System What key systems support the Level 2 processes? This includes IT, excel spread sheets, access databases. If no system please state manual process. Process guidelines Do any process guidelines exist, are they being used and where are they located? Training What training, if any, is provided? How is this training delivered? Why improve the process What are the main reasons why the process needs improving? E.g. Deliver benefits/ mitigate risks/ optimise costs. Current/planned improvements What are the current or planned process improvements? Triggered by Effectiveness Review/ BP reform/ operational planning/ other. Priority When are the desired improvements to be implemented? E.g. Quick win, mid-term, long-term. Performance Metrics Are there any metrics? Eg volumes, staff resources, error rates, documented KPIs
  • 14. The Findings Recommendations to improve business process reform within the Agency , including current policy, guidelines and tools. • Development of a business process framework covering the whole of the Agency • A stocktake of Supporting (Enabling) processes and Management processes (with a “light touch” approach to core processes). • Identification of five quick wins for streamlining processes. www.oakton.com.au 16
  • 15. Key Finding TOR #1 The current business process reform policy is a good document, but it was set up before the Effectiveness Review, and now requires a new approach to implementation to meet the Agency’s needs. This includes: — A greater level of direction and control of business process reform. — A more centralised approach to the planning, sequencing and delivery of process improvements (i.e. the process lifecycle), supported by a rebranded Rules & Tools. — A collective approach to managing the impacts of the numerous changes on the Agency’s operations. — This approach is consistent with other organisations going through major business change, and should see the Agency through this transformative stage. www.oakton.com.au 17
  • 16. The Findings Recommendations to improve business process reform within the Agency , including current policy, guidelines and tools. Development of a business process framework covering the whole of the Agency • A stocktake of Supporting (Enabling) processes and Management processes (with a “light touch” approach to core processes). • Identification of five quick wins for streamlining processes. www.oakton.com.au 18
  • 17. www.oakton.com.au 19 2.0 Core Processes
  • 18. Key Finding TOR #2 This framework can be refined over time and provides a top-down view of processes across the whole of the Agency. It supports the Agency’s ability to identify the value of each process, and any risks and gaps, with the view to selecting key processes for detailed analysis and redesign. www.oakton.com.au 20
  • 19. The Findings Recommendations to improve business process reform within the Agency , including current policy, guidelines and tools. Development of a business process framework covering the whole of the Agency A stocktake of Supporting (Enabling) processes and Management processes (with a “light touch” approach to core processes). • Identification of five quick wins for streamlining processes. www.oakton.com.au 21
  • 20. www.oakton.com.au 22 2.0 Core processes
  • 21. Supporting (Enabling) Processes – Level 1 Overall Rating Manage finance 3 Manage human resources 2 Manage systems and technology 3/4 Manage legal services 3 Manage property 3 Manage security Not rated Manage engagement with Minister & Parliament 3/4 Manage communications and media 3 www.oakton.com.au 23
  • 22. Key Finding TOR #3 • Management processes – The Agency recently implemented several management frameworks to support its business needs through to 2015- 16. There are still challenges, particularly for business planning and information management. This is consistent with other Government organisations. • Core processes – There is an emerging view of the Agency’s top level processes required through to 2015-16. • Supporting (enabling) processes – Some processes are working well, however there are key challenges in regard to quality, efficient use of resources and better automation, particularly for some financial and human resource processes. This is consistent with other Government organisations. www.oakton.com.au 24
  • 23. The Findings Recommendations to improve business process reform within the Agency , including current policy, guidelines and tools. Development of a business process framework covering the whole of the Agency A stocktake of Supporting (Enabling) processes and Management processes (with a “light touch” approach to core processes). Identification of five quick wins for streamlining processes. www.oakton.com.au 25
  • 24. Quick wins Stakeholder consultations and review of various documents has revealed some common quick win themes: • Travel (note: under development, updated Travel Policy) • Acquittals; • Movement requisitions; • Contracts (note: under development) • Improve administration of small value agreements • Delegations • Contracts • Procurement • Resource Allocations • Procurement • Automate • Communicate process and the why • Proportionality Project impact • Grants • Streamline process • Resource allocations • Faster, clearer delineation of approvals • Salaries & conditions for O-based staff • Strategic Planning • Link between business unit planning and departmental budget • Corporate Governance • Unclear how the various committees interact and areas of responsibilities www.oakton.com.au 26 Some points for consideration: What are the “knock-on” effects of changing processes? Are these really quick wins? Or are they the first steps of strategic initiatives or systems investment? What does quick win mean for the Agency? • Time • Cost • Resource effort.
  • 25. Key Finding TOR #4 Transformative change in the Agency has generated, and will continue to generate, numerous business improvement initiatives. • The 2011/12 program of improvements will strengthen processes. Early results in key processes should be communicated to staff. • The Agency has implemented several “quick wins” over the last six months that will have a major, positive impact on staff. However, the goal of business process improvement is not always about efficiency or less paper work. In assessing improvement opportunities in the future, the Agency should consider its objectives i.e. will process improvement lead to: • More effective programs • Better quality and timeliness of decisions and deliverables • Mitigation of risks around key investments www.oakton.com.au 27
  • 26. Recommendations  Approach to Business Process Reform  The Agency should refine its BPD&M Policy and implementation approaches to meet business needs through to 2015-16.  Rules & Tools  The Agency should align Rules & Tools to the updated BPD&M Policy  Change Management  The Agency should develop a Change Charter and Schedule that establishes an enterprise-view of changes, including timing and sequencing.  Business Process Framework  The Agency should further develop and then apply and maintain the business process framework as part of its broader approach to business process reform. www.oakton.com.au 28
  • 27. Recommendations (cont’d)  Early Results from Improvements Implemented in 2011/12  The Agency should focus attention on achieving and communicating early results on recent improvement initiatives relating to travel processes, procurement (small value contracts) and workforce planning. www.oakton.com.au 29
  • 28. Recommendations (cont’d)  Early Priorities (< 6 months) — The Agency should implement the following early priorities: • Scope and plan process improvements and workflow automations across core HR processes. (This would lead to a mid-long term HR improvement project.) • Communicate and apply the results of the training needs analysis to establish the baseline for further workforce development and recruitment activities. • Develop a draft Change Charter and Schedule that provides a view of the impacts of key policy and process changes on operations. • Reduce the duplication and customisation of Senior Executive Briefings through more consistent use of new standard guidelines and templates. • Deliver staff training and better guidelines for internal budgeting and general accounting reporting processes. www.oakton.com.au 30
  • 29. Recommendations (cont’d)  Other Improvements (6-24 months) • The Agency should address the issues raised in Supporting (Enabling) processes and Management processes (Rating 1 or 2) over the next 6- 24 months. • The Business Improvement Office (outlined in Recommendation 1) should work closely with process owners and the Program Management Office to scope and plan key processes for automation as part of the upgrade of key systems and financial/human resource systems. www.oakton.com.au 31
  • 30. www.oakton.com.au 32
  • 31. BPM meets Change Management —BPM is often used to assist in business transformation —Change Management should be used to assist in business transformation —In business transformation you need to do both! www.oakton.com.au 33
  • 32. www.oakton.com.au 34
  • 33. Consulting Technology Thank you and Q&A Strategic partners Microsoft Oracle SAP IBM Melbourne Sydney Canberra Brisbane Hyderabad 23 years 9 key industry sectors 800 plus clients 10,000 plus projects Whatproblemdoyouwantdefined? Thank you and Q&A Strategic partners Microsoft Oracle SAP IBM Melbourne Sydney Canberra Brisbane Hyderabad 23 years 9 key industry sectors 800 plus clients 10,000 plus projects Whatproblemdoyouwantdefined? www.oakton.com.au