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T10_1130AM_C3.PPT T10_1130AM_C3.PPT Presentation Transcript

  • Subaward Business Process Analysis at UC Berkeley NCURA Annual Meeting November, 2008 Marcia Smith Assistant Vice Chancellor University of California, Berkeley
  • Subaward Business Process Analysis and Redesign
            • Why we did it
            • How we did it
            • Results
  • The Problem
    • High and growing volume of subaward transactions – some are complex
    • Process tracking done manually or with shadow systems that are not integrated with core contracts/grants and protocol systems
    • No shared access to data on subawards in process
    • No subaward process metrics
  • A Solution
    • The Berkeley campus offers Business Process Analysis (BPA) Action Learning Workshops
    • Sponsored by the Center for Organization and Workforce Effectiveness, Human Resources
    • Research Administration and Compliance (RAC) applied and was accepted to participate in the Spring 2008 workshop
  • Campus BPA Training
    • Based on a model called “Action Learning”
    • Participants learn by doing, work on improving an actual business process during the course
    • Four full-day sessions for teams, plus three full-day sessions for consultants, plus several additional meetings per week over three months
    • Implementation of process improvement after BPA training requires additional time
  • Training Goals
    • After completing the BPA training series, participants are able to:
    • Identify the steps and practices of mapping and deconstructing a business process, and performing a gap analysis to identify areas for improvement
    • Ask critical questions to begin analyzing a process
  • Training Goals
    • (continued)
    • Recognize that technology is only one part of the solution to a business process problem; solutions often include changing practices and policies
    • Use a consistent language to talk about business process improvement
    • Redesign business processes for improved efficiency and effectiveness
    • Plan for the implementation of change
  • 10-Step Process Redesign
    • Phase 1: Getting Started
    • 1. Develop Project Charter
    • 2. Form Process Team
    • Phase 2: Process Analysis
    • 3. Develop “as-is” flowchart
    • 4. Interview customers
    • 5. Benchmarking and best practices
  • 10-Step Process Redesign
    • Phase 3: Process Redesign
    • 6. First-cut redesign
    • 7. Review by senior management and test
    • 8. Share final design with staff, customers
    • 9. Implement the redesign
    • Phase 4: Continuous Improvement
    • 10. Monitor metrics for continuous
    • improvement
  • Objectives
    • Simplify the current process to reduce effort
    • Reduce turnaround times
    • Eliminate shadow systems and multiple data entry steps
    • Integrate subcontract process with core contracts/grants and protocol systems
    • Develop metrics and tools to track process and generate data
    • Improve customer service and access to subcontract data for internal and external customers
  • BPA Team
    • Sponsor
    • Consultants (2)
    • Team members
      • Project Manager
      • Subject Matter Expert
      • IT Representative
      • Maverick
      • Recorder
      • Customer
  • As-Is Process Map
    • Cross Functional Activity Flowchart or Swim Lane Map
      • Team first mapped out "as-is" process using one specific example
      • Step-by-step flow of work
      • Chart interaction of all individuals/ groups/systems involved in process
      • Result was a wall of poster-size paper filled with post-its, and a much better understanding of current process
  • Analysis Tools
    • Lenses of analysis: Team used selected "lenses" to focus on the as-is map to help identify areas for improvement
      • Frustration lens
      • Time lens
      • Quality lens
      • Cost lens
  • Analysis Tools
    • Brainstorm and “2 x 2 matrix”
      • Brainstorm ideas for improving the process
      • Sort improvement ideas into “2 x 2” matrix:
        • Easy/inexpensive to do and high value (“Slam Dunk”)
        • Easy/inexpensive to do and low value (Maybe)
        • Difficult/expensive to do and high value (???)
        • Difficult/expensive to do and low value (No Way)
  • Analysis Tools
      • Identify the "slam dunks" - changes that can be done easily and quickly that are of high value to participants and stakeholders
      • Do one slam dunk right away
      • Plan longer-term goals and next steps for improvement
  • Analysis Tools
    • Customer Interviews
    • Create a customer report card
    • Talk directly to customers (don’t survey) to get a true understanding of what they feel and want
    • Select representative sample of customers
      • Big and small users
      • High and low perceived satisfaction levels
    • What do they need, want and require from the process – rank and grade criteria
    • Identify what an “A” looks like for each criteria
  • Analysis Tools
    • Benchmarking and Best Practices
    • Research similar organizations
    • Identify organizations with good processes
    • Interview “competitors” and innovators to learn their process techniques
    • Identify world-class process like yours regardless of industry
  • Design Principles for Process Redesign
    • BPA Workshop provided list of 38 design principles that could be used as basis of redesign, including:
      • Design the process around value-adding activities – try to create a process that is ONLY value-adding steps
      • Work is performed where it makes the most sense
      • Capture information at the source and share it widely
      • Reduce waiting, moving and rework time
      • Reduce checks and reviews
  • Design Principles for Process Redesign
      • Bring downstream information needs upstream
      • Substitute parallel processes for sequential processes
      • Share all relevant information
      • Redesign the process first, then automate it
      • Install metrics and feedback to find and correct problems
  • Subaward BPA Results
    • Subaward data entered in Coeus, the central contracts/grants database, with new status indicators:
      • Pending
      • In process
      • Amendment in process
      • Awaiting subawardee response
      • Active
      • Inactive
      • Closed
      • Void
  • Subaward BPA Results
    • Subaward data and status included in Coeus-generated Notice of Award to PI
    • Subaward data and status viewable by PI/Department staff on Coeus Web
    • Subrecipient Commitment Form developed
      • Tool to improve institutional compliance with federal regulations and UC policy
      • Tool to assist faculty and staff in collecting key subaward information in one place
      • Based on forms and processes now in use at many other universities, including other UC campuses
    • Subaward Commitment Form pilot underway
    • The Redesigned Process
  •  
  • The Redesigned Process
  • References/Resources
    • Center for Organization and Workforce Effectiveness, Elizabeth Elliot, Director, 510-642-3836, [email_address]
    • Business Process Analysis Working Group: http://stafforg.berkeley.edu/bpawg/ -- staff organization meets monthly for discussion, roundtables, and modeling of projects and methods
    • I 4 Process: http://i4process.com/index.html
    • Shelley Sweet conducts the Berkeley BPA workshops