Business process modelling and e tom telecom


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Business process mapping project plan, principles, concepts, ideas

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Business process modelling and e tom telecom

  1. 1. Business ProcessesMapping projectMobile telecom operator<br />Kate Koltunova<br /><br /><br />+7 (911) 250-22-47<br />June 10, 2009 <br />
  2. 2. Why do we need process models?<br />Provide company top-management with the actual comprehensive information about existing processes;<br />Evaluate potential process improvement, estimate benefits, risks and required resources;<br />Train company staff in process modeling and process management;<br />Lay the foundations of continuous process improvement and qualitymanagement.<br /><br />
  3. 3. Process Modeling Roadmap<br /><br />
  4. 4. Strong and weak sides of the company – what we can use and what should be improved<br />Existing and future management style – self-identification and target – level of planning and control, motivation<br />Long term forecasting/planning - changes in business/market environment (do we need scratch cards after 3 years?) – where do we go?<br />Communication of the company long term and short term goals and objectives (market segments – retail and corporate, product policy, client service, partnership with content providers)<br />Competitive advantages for clients and partners<br />We have to understand business to design useful process models<br />
  5. 5. Focus on processes with the high influence on company strategic objectives – core processes<br />Top-down company’s priority driven process discovery/modeling approach<br />Use Industry standards (eTOM) for process identification<br />Utilize existing company recourses (QA library,departments’ procedures, etc.)<br />Work together with process owners to define processes<br />(have to be agreed and reviewed periodically)<br />Principles are important for process modeling project – be consistent<br />
  6. 6. Evolutional approach - quick results, learning<br />Start from simple tools – MS Visio<br />Use basic notation - Process Flow charts<br />Evaluate professional tools like ARIS<br />Evaluate potential of Process repository and Process simulation<br />Build AS-IS model from scratch. Mapping to eTOM, etc. later<br /><br />
  7. 7. Business Process Identification<br />Organization Structure<br />Interviews<br />IT Architecture<br />Reporting<br />Projects Documentation<br />QA documentation<br />Departments Procedures<br />
  8. 8. Top-down method — Begin with the process management documents and then create the lower tier documents – for small companies.<br />Bottom-up method —Work from the set of high level process documents documents to create detailed processes and process management system – for large organizations with mature documentation.<br />Process-flow method — Start with a flow analysis of the organization's processes and procedures and create the process management and high-level processes concurrently. This is an iterative process. The flow analysis ensures consistency between the various documentation levels and minimizes redundancy, especially between the policy statements and the procedures - no limitation.<br />Three process modeling approaches<br />
  9. 9. Process modeling needs commitment at all organizational levels<br />
  10. 10. “a processis how work gets done, using technology, by people with certain skills in an organisation, incentivised and managed through specific systems, behaving according to personally held beliefs and values”<br />M. Hammer, J.Champy<br />Process - A process describes systematic sequenced set of functional activities that deliver a specified result.<br />(eTOM)<br />Process is a sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.<br />(Business Dictionary)<br />Definitions: process<br />
  11. 11. Process characteristics (eTOM) <br />Has Goal<br />Has Inputs<br />Has Outputs<br />Transforms Inputs into Outputs<br />Uses Resources<br />Has some activities that are performed in some order<br />Creates value for the customer (internal or external)<br />May Create/Read/Update data<br />Have responsibility model: responsible – «process owner», accountable, consulted, informed (RACI)<br />
  12. 12. AS-IS Process Mapping Steps<br />
  13. 13. Process owner - personwho has the ultimate responsibility for the performance of a process in realizing its objectives measured by key process indicators, and has the authority and ability to make necessary changes.<br />Process owner is responsible for coordinating and managing the workflow and activities at every stage and level of a process. As new technologies and processes are introduced within an organization or workplace, the process owner would be responsible for integrating the everyday execution of that process. <br />Who are you Mr.Process owner?<br />
  14. 14. Processes provide value for clients and use personal and the infastructure<br />
  15. 15. Processes’ objectives derive from success factors for business segments<br />Business segments strategy<br /><ul><li>Private
  16. 16. Corporate</li></ul>Business segments matrix<br />Process goals<br /><ul><li> Process 1 (t, q, $)
  17. 17. ….
  18. 18. Process N (t, q, $)</li></ul>Process Portfolio<br />Processes<br />Process types<br />
  19. 19. Process portfolio<br />Sell SIM-Cards<br />Contract Management<br />Sales Chanel Development<br />Corporate Sales<br />Dealer Management<br />
  20. 20. Process management: potential for improvement <br />
  21. 21. Mobile Telecom Operator Process Areas<br />
  22. 22.
  23. 23. Process management framework for Mobile Telecom Operator<br />Security Policy<br />External Requirements<br />Quality Standards<br />Process/Model Publishing/Distribution Tools<br />Modeling Tools<br />Process Model Repository<br />Process Documentation sources/version control <br />Process Documents Templates <br />Process Documents Workflows / Lifecycle<br />Process Documents Structure<br />Business Process Owners Mapping<br />eTOM process decomposition hierarchy<br />Company Process Management Methodology<br />
  24. 24. Process Management: main steps<br />eTOM, Org. Structure, existing processes<br />Management principles<br />
  25. 25. A Business Process Repository is a central location for storing information about how an enterprise operates, it is required to: how a process should be applied;<br />maintain document lifecycle<br />support version controls<br />expected results should be upon process completion.<br />Business Process Model (Object) repository stores information about individual Process Model Objects (documents, functions, org. units, roles, etc.). It is required to:<br />ensure model consistency<br />Improve modeling efficiency<br />support multiuser <br />Business process model repository<br />
  26. 26. Process Description Form<br />
  27. 27. A reference model is a model designed to pass on knowledge, such as process knowledge. It can make recommendations or be of a prescriptive nature. There are two main features that such models share:<br />Universality, e.g., they apply to all companies in a certain sector<br /> The other feature is the models’ recommendatory nature, i.e., they serve as the starting point for company-specific implementation. Every reference model is intended as a guide only, of course, and must be adapted to the individual circumstances of your organization.<br />eTOM – enhanced Telecom Operations Map – the business process framework for the Information and Communication Services Industry.<br />Will help to uncover existing processes<br />Defines processes that have to be established in Telecom company<br />eTOM as a reference process model<br />
  28. 28. eTOM Business process Framework – Level 0<br />
  29. 29. eTOM Business Process Framework – Level 1 Processes<br />
  30. 30. eTOM Business Process Framework – High Level Mapping<br />Sales and Distribution Department<br />Marketing Department<br />Customer Care and Roaming Department<br />Technology Department<br />Sales and Distribution Department<br />Internal Audit<br />Processes anв Procedures Unit<br />CEO Area<br />Corporate Communications<br />Corporate Communications<br />Financial Department<br />HR<br />
  31. 31. Mapping eTOM processes to organizational structure<br />Company may decide to map various Level 2 process elements to different departments – <br />(eTOM GB921-G) <br />
  32. 32. eTOM provides examples of process mapping (GB921-G)<br />
  33. 33. Permanent process changes during design stage will slow down process design AS-IS<br /> Lack of management resources to establish process discipline (approve and maintain defined processes) will not allow to establish new processes<br /> Uncoordinated company activities and initiatives in process management will undermine project results<br />Technical problems with BSS IT systems will slow down introduction of new efficient business processes<br />Project Risks<br />