T10_1130AM_C3.PPT

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T10_1130AM_C3.PPT

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

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