Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
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"About the workshop: Business performance improvement happens one decision at a time. Around each decision is a nexus of information which links the decision to your organisation's strategy, financial performance, and to customer value. When BPM initiatives aren't aligned to the way modern organisations govern and optimise information, they are limited in their effectiveness. Attend this workshop to understand how aligning your BPM initiatives with your information management agenda can dramatically improve process performance and decision-making across your organisation. Attendees will learn how to: Identify the information assets critical to your organisation Develop strategies to enhance your BPM initiative through improved information management Structure programs which integrate information with BPM Manage real-time customer experiences Create rich digital channels Drive productivity improvements"
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Business Process Management 2013 - Information Management Roadmap Workshop - Matthew De George
- 3. Information The Missing Ingredient to BPM Success?
- 5. Agenda Time Activity Activity Type 9am Registration Registration 9.30am Capability engineering & the missing organisational competency Presentation 9.45am Capability to information asset matrix Interactive Worksheet 10.00am Reflection – our baseline knowledge of information Discussion 10.15am Customers, Assets, and Activities Presentation 10.30am Morning refreshments & networking 10.45am Customer Life-Cycle Information Interactive Worksheet 11.00am Reflection - our customer orientation Discussion 11.15am Asset Life-Cycle Information Interactive Worksheet 11.30am Homework and next steps Presentation 11.45 Building your roadmap Interactive Worksheet 12.15 Closing Comments, Q&A All-in 12.15 Discussion, questions, suggestions [contingency] Workshop ends All-in 12.30
- 6. It‟s not about business process management
- 9. Seeing the world in BPM
- 10. “Content as a searchable record of knowledge can reduce, by as much as 35%, the time employees spend searching for information” Social Productivity Dividend Thanks Michelle Lambert
- 12. Capability Engineering Linking People, Process, Information, and Technology
- 13. Business Capabilities Typically, organisations are managed as a portfolio of capabilities. Each Capability Strategic Alignment What Value Investment Risks Roadmap Strategy Strategic Alignment How Investment Risks People Value Roadmap Capability Model i.e. portfolio of capabilities (what not how) Process Sam Fyfe (ABS): Technology capability = people + methods + processes + systems + standards / frameworks + other resource
- 14. Process Something somebody else should follow where I would tend to use my own judgment
- 15. Framework Something other people need to understand before I can do my job right
- 16. Cross-Capability Competency Management Information Information Information Information Management People People People People People People HR, Performance Management, Line Management, Capability Governance Management, Capability Governance Process Process Process Process Process Process Excellence, Business Process Reengineering, Business Process Automation Process Excellence, Business Process Reengineering, Business Process Automation Technology Technology Technology Technology Technology IT BPM and EIM are powerful allies
- 17. Information is Missing and Unmanaged Under this view of capabilities there is no clear management of information. Strategic Alignment Used to determine strategy Value Investment Risks Roadmap Information Generated by business processes Have associated processes to validate People Process Requested by people Technology Used by people to make decisions Stored and distributed with technology Information can be found throughout both the „what‟ and the „how‟ of business capabilities management but where is the use and value of information optimised?
- 18. The key to integration across silos (including Quality, BPM, Enterprise Architecture, and business units) is information
- 19. Primary Value in Information Strategy Strategic Alignment Value Investment Risks Roadmap Capability Model i.e. portfolio of capabilities (what not how) Strategic Alignment Value Investment Risks Risks Roadmap Roadmap Information Asset Model i.e. portfolio of information assets (what not how)
- 20. Incompleteness When missing…. …. we find People Lack of innovation Lack of incentives No engagement No use No “Change” Process Inconsistency Entropy Strategy to execution gap Information Poor decision-making Confusion Lack of trust Technology Inefficiency Lack on innovation Michelle Lambert, Director, Social Media Navigator Jobi Petty, Lead Business and Information Architect, BlueScope Steel Limited
- 21. Not IT Containers Content (and connectors) • • • • • • Systems Applications & Functionality Technical Architecture IT • • IM disciplines are very different from (and complementary to) IT disciplines IM is more aligned with business-side functions than technology-side Data & Information Business Rules Information Architecture IM Information Service Delivery Service delivery Business
- 24. Insert info-graphic of Big Data stats here
- 30. Exercise 1 Business Capabilities to Information Matrix
- 32. Reflection Business Capabilities to Information Matrix
- 33. Customers, Assets, & Activities Linking People, Process, Information, and Technology
- 34. “The Customer is at the Centre of Everything We Do”
- 41. Exercise 2 Customer Life-Cycle to Information Matrix
- 44. Working your assets off
- 45. A few words on yield management Assets are expensive Assets may be a network Inventory or Load Inventory: Right Price, Right Customer, Right Time Load: Smart Networks Channel Management
- 46. Business Capability Blueprint: Pricing & Yield Management Pricing & Yield Management as a Capability Engineering Example Define Capability & Context Apply Market Analysis Establish System at ic Pricing Ensure yield management, including pricing, operates in the context of other applicable processes Integrate all analysis of market, customer segments, price books, rate cards, sales, and competitor intelligence already performed Support both market-facing and internal classes; including associated demand characteristics, protection levels, inventory allocation Influence at Purchase Decisions Integrate predictions of demand, with quote generation, and discount tolerances, to optimise at point of sale Manage Inter ventions Continuous Im provem ent Identify and manage surprises, exceptions, invalid assumptions, model-failure, and market changes. Manage interventions (via campaign management process) Performance Manage the Pricing & Yield Management Processes (end-to-end: systems, models, and people). Additional " Revenue Management" concepts can be introduced. Exclusive B C Consumer Influence D Predict Demand Curves 4A 5B 6C 7D Price Sensitivity 8A 9 B 10 C 11 D 12 A 13 B 14 C 15 D Now Time Segmentation Manage Unexpected Demand Map Demand Characteristics Whole-of-Life Inventory Right Time Manage Available Inventory Support Quote Process Detection Response Pricing Strategies Manage Protection Levels Competitor Pricing Schedule Management Campaign Process Manage Discounts Elasticity Right Price Understand Market Price Sensitivity Manage Price Books / Rate Cards Sales & Negotiations Relationship Intelligence Local Knowledge Industry Knowledge Manage Up-sell & After sales Cost Management Information & Data Management Asset Utilisation Model Management Capacity Management Supply-Chain Management A 1A 2B 3C 3D Revenue Management Right Customer Marktet-facing Channel-specific Segment-specific Attribute-specific Identity-specific Price Complex Performance Manage Pricing Analysts Establish Classes Channel Linkage Performance Manage: Profit & Loss Information-Enabled Business Transformation Knowledge Book Change Levers Information Management Dimensions Strategy(|(Organisa. on(|(People(|(Culture(|(Process(|(Policy(|(Systems Informa. on(Value(|(Informa. on(Exploita. on(|(Informa. on(Delivery(|(Informa. on(Architecture Process Architecture: Pricing & Yield Management Determine Price Influencers Determine Segments Optimise Prices Channel Management Review Prices Manage Forward Demand Manage Performance (post) Publish Prices (inc. smoothing) Offer Price Negotiate Contract Managing Revenue Targets Manage Pricing Compliance Offer Quote Manage Pricing Rules Realtime Pricing must be incorporated into the organisation's overall process architecture Information Assets: Pricing * Weather * Public Events * Seasons * Economic Conditions Location Asset Condition Inventory & Availability Channel Transactions Customer Pricing Sensitivity Indicators
- 47. Business Capability Blueprint: Pricing & Yield Management Define Capability & Context Apply Market Analysis Establish System at ic Pricing Ensure yield management, including pricing, operates in the context of other applicable processes Integrate all analysis of market, customer segments, price books, rate cards, sales, and competitor intelligence already performed Support both market-facing and internal classes; including associated demand characteristics, protection levels, inventory allocation Influence at Purchase Decisions Integrate predictions of demand, with quote generation, and discount tolerances, to optimise at point of sale Manage Inter ventions Continuous Im provem ent Identify and manage surprises, exceptions, invalid assumptions, model-failure, and market changes. Manage interventions (via campaign management process) Performance Manage the Pricing & Yield Management Processes (end-to-end: systems, models, and people). Additional " Revenue Management" concepts can be introduced. Exclusive C D Predict Demand Curves 4A 5B 6C 7D Price Sensitivity 8A 9 B 10 C 11 D 12 A 13 B 14 C 15 D Consumer Influence Now Time Segmentation Manage Unexpected Demand Map Demand Characteristics Whole-of-Life Inventory Right Time Manage Available Inventory Support Quote Process Detection Manage Protection Levels Competitor Pricing Schedule Management Manage Discounts Campaign Process Elasticity Right Price Sales & Negotiations Information & Data Management Response Pricing Strategies Understand Market Price Sensitivity Manage Price Books / Rate Cards Relationship Intelligence Local Knowledge Industry Knowledge Manage Up-sell & After sales Cost Management Asset Utilisation Model Management Capacity Management Supply-Chain Management B Revenue Management Right Customer A 1A 2B 3C 3D Price Complex Marktet-facing Channel-specific Segment-specific Attribute-specific Identity-specific Performance Manage Pricing Analysts Establish Classes Channel Linkage Performance Manage: Profit & Loss Information-Enabled Business Transformation Knowledge Book
- 48. Change Levers Information Management Dimensions Strategy(|(Organisa. on(|(People(|(Culture(|(Process(|(Policy(|(Systems Informa. on(Value(|(Informa. on(Exploita. on(|(Informa. on(Delivery(|(Informa. on(Architecture Process Architecture: Pricing & Yield Management Determine Price Influencers Determine Segments Optimise Prices Channel Management Review Prices Manage Forward Demand Manage Performance (post) Publish Prices (inc. smoothing) Offer Price Negotiate Contract Managing Revenue Targets Manage Pricing Compliance Offer Quote Manage Pricing Rules Realtime Pricing must be incorporated into the organisation's overall process architecture Information Assets: Pricing * Weather * Public Events * Seasons * Economic Conditions Location Asset Condition Inventory & Availability Channel Transactions Customer Pricing Sensitivity Indicators
- 49. Exercise 3 Asset to Information Matrix
- 52. Homework 1 Conceptual to Core Shared Data i.e. use the language of the business
- 53. Core Shared Data Every organisation has “core shared data”, which... has differentiating value in the operating model has a direct link between data quality issues and effective customer interactions is required for most planning, performance management, customer service, or key business process across business capabilities would result in operational and performance measurement / management issues if this data is not "the same" across the org 53
- 54. BPI and EIM – Common Ground A bottom-up approach to defining a common information model would be to: Find and define all data in all systems, processes, and information stores across the organisation Match all definitions and content for all data to find the common information Define priority & value based on existing information Disadvantages include: Time consuming Does not uncover “unknowns” or information gaps Not aligned to strategic pillars Not aligned to transformation agenda All data 54
- 55. BPI and EIM – Common Ground Unfold through engagement with executive stakeholders Be managed against specific components of the operating model such as: Align to a business transformation agenda and / or benefits management strategy Map to specific information use cases across the operating model Has an associated CoE / CC to help the organisation approach in a consistent manner Business segments & capabilities Customer touch-points Regions & Customer Segments Strategic & Shared Services 55
- 56. 56
- 57. 57
- 58. Creating Core Shared Data The challenge is: This "core shared data" is actually only created with a balance of policy, compliance, standardisation, technical integration, and business process integration No “culture of collaboration and sharing” is strong enough to make 10k+ people invest once in an asset, nor would it be efficient / timely An Enterprise Information Model delivers that policy compliance and standardisation 58
- 59. Critical to operating model Core Shared Data By-product of process only Potential to exploit with operating model changes Information Salience Simple accountability for information assigned to business unit + include in business continuity plans Simple accountability for information assigned to business unit Proprietary to a business unit Standardise IT platforms and migrate to standard platforms where there is value Potential for additional exploitation if managed as value streams Common: Part of Core Shared Data Strategy Information Scope
- 60. Process in the Information Asset Lifecycle Collection, Creation, Aggregation, Collaboration, Joint Development Development, Quality, Review, Certification Direct Downstream Usage Impacted by use Indirect Downstream Usage
- 61. Enterprise Information Model Strategic Alignment Value Investment Risks Both the capability strategy and the information management strategy drive investment Roadmap Enterprise Information Model Business Information Information Information Asset Register Conceptual Data Model Business Meaning, Measure, and Metrics Models Core Shared Information EIM Metrics Creating Evidencebased DecisionMaking Culture People Information Flow & Structure People & Processes value / and are valued through information Process Information Mastering Model Logical Data Model (AKA Common Information Model) Information Use Case Model Information Capabilities Model EIM Metrics Technology Information Implementation Technology is valued based on information value Physical Layer Application to Information Mapping Integration to Information Mapping Service to Information Mapping Data Warehouse to Information Mapping EIM Metrics
- 64. Roadmap Zones
- 65. Roadmap Initiative Types Consolidation of existing initiatives Business case builders & quick wins Aligning roadmap to transformation agenda Aligning roadmap to planned spend Establishing registers, models, and governance Aligning to other disciplines and allies Creating Spectacles!
- 66. Creating Spectacles Scope of Information Optimisation Initiatives "Information Spectacle" Focus of analysis: Clarity of Meaning Embed / Confirm Governance IM Policies Clarity of Value Standards Outputs: Policy Framework Cost of Errors Updates to Business Glossary Data Profile Report Barriers to Scale Redundancy Cost of Absence Information Exploitation Opportunities Automation Opportunities Updates to Information Architecture Document Types Information Handover Issues Consolidation Opportunities Data Governance Critical Data Quality Rules Improvement Recommendations Data Quality - Business Rules Retention Rules Business Information Review compliance with IM policies Establish value of information Information Flow & Structure Collection, Creation, Aggregation, Collaboration, Joint Development Development, Quality, Review, Certification Direct Downstream Usage Consolidate details of the structure & flow of information; including quality criteria Information Implementation Impacted by use Indirect Downstream Usage
- 67. Customer Experience Campaigns Optimal Brand Experience Understand Customer Life Cycles Understand your customers from their perspective, Customer pre- and postexperience Marketing Campaigns Experience Campaigns Experience Discovery Marketing Messages Buy Create Positive Understand Experiences how Offers experiences can be detects in your data and in external data (i.e. social media) Customer Experience Campaigns Implement experience discovery, recovery, and response; Experience Manage Negativeactions into a & metrics Positive Experience Define an ideal experience for your customer Real-time targeted to your Experience brand / target Management market Experience Response Recover Negative Design a Experiences response capability (automation, workflow, customer service, and loyalty). Amplify or recover.
- 69. Homework 2 Do you need a Information Management Competency Centre (do you already have one?)
- 71. CoE Blueprint Each CoE must be managed to a blueprint: CoE Blueprint Shared Service Charter Strategic Shared Service AKA “Competency Centre” Strategy Organisation Service Catalogue Policy Effectiveness Strategic Management Engagement Management Capability Engineering Service Management Efficiency Process Systems Service Reuse Shared Infrastructure Shared Services People Culture 71
- 73. Types of Center of Excellence Need to establish scope of CoE based on two dimensions: • Community of Practice – perform an existing set of activities better, self-manage improvement • Shared Service – perform a defined set of activities consistently, and service manage • Strategic Services – focus on strategy, only • Strategic Shared Service – deliver services with a strategic agenda, to create more than the some of their parts AKA “Competency Centre” 73
- 74. IMCC Maturity Model Simplified What's missing? Business Case Capability-based Governance Integration with Operations Integration with Strategy Identify Strategic Threats; Mature capability in line with strategy Meet service levels; Identify systemic risks Incorporate into charters of others; Establish service catalogue Where can it be found? Nature of capability Tactics Maturity Level Identify Gaps, Pain Points, & Opportunities Influence over Business Model Identify & Implement business improvement initiatives Differentiating Capability Strategic Capability Servicing Capability Isolated Capability Identify Quick wins & Engagement Service Catalogues, Service Management, & Benefits Management 1 2 3 No capability Strategic Analysis, Capability Integration & Dependancies, Market Analysis Product & Service Integration & Core Competency Exploitation 4 5
- 75. Business Transformation CoEs Self-optimisation of practices with a strategic context – rather than workforce driven optimisation (eg. CoP) Strategic Shared Service Strategic Services Community of Practice Shared Service Separation of Shared Services (managed for commoditisation) and Strategic Shared Services (managed for strategic differentiation) 75
Editor's Notes
- Oh dearThought it was walking into a hostile environment I’m the info guy in the process denBut: right information at the right place and the right time…….. silos versus capabilities – came up in a number of talks social productivity and “effective content strategy” – michelle’s talk awkwardly – the BPM CoE – there is also a IMCCSo…. Good match I though only IT people said “the business”…. Not one be lump…. Getting a “single owner” might not be possible…. Operating model might be distributed ………The business is multiple functions – Jobi said this well and showed what you have to consider – functionally – to influence strategy Joke: is it only IT departments and drug dealers who call their customers users?-----
- I put this up for reasons…..1. I’m the information management guy 2. All that social data you are getting …. When people talk about every year we produce the same about of information produced from the beginning of time until 2003 some of it is this….So these days that’s what focus is…. That’s what differentiation is…. Not looking at everything
- About meEnterprise information management – about 3 years What was I doing for the rest of the time?!? Architecture, Quality Assurance / Testing, I don’t know – people paid meQantas – campaign management in their frequent flyer program, disruption management. Very interesting procesess a campaign is beyond a marketing message ……. A customer experience point a disruption is an information management problem - total re-evaluation of experience, inventory of seats, re-flight planning, communication (social media etc) and yet running an airline doesn’t give you the capability to manage a disruption – you have to do it explicitly – what I call capability-based planningIAG – reinsurance costs RMS – move from a feature-based views of the network (something you build and maintain) to a customer based view – journey times starting to work with land and housing at the moment…. Portfolio of houses (rather than roads) and mainly trying to build and maintain rather than assess on livability starting to work with transgrid – decided to engage with stakeholders (thinking they would be able to counter the bad sentiment caused by building big ugly poles and substations) - stakeholders, particularly large consumers like Woolworths said: “stop building stuff! We can see that you have assets – use them better”
- Oh dearThought it was walking into a hostile environment I’m the info guy in the process denBut: right information at the right place and the right time…….. silos versus capabilities – came up in a number of talks social productivity and “effective content strategy” – michelle’s talk awkwardly – the BPM CoE – there is also a IMCCSo…. Good match I though only IT people said “the business”…. Not one be lump…. Getting a “single owner” might not be possible…. Operating model might be distributed ………The business is multiple functions – Jobi said this well and showed what you have to consider – functionally – to influence strategy Joke: is it only IT departments and drug dealers who call their customers users?-----
- Quite ambitious but also quite simple
- Change management – PEOPLE Business architecture – CAPABILITIES (glad EA is able to allow bus. Arch to exist by itself)KM – INFORMATIONCustomer experienceIntegrated Enterprise Excellence – “Performance Assurance” but also some revenue and yield management stuff we’ll go through
- New kind of science – not a formula but a process a story of autonima is basically a story that you can see the world as a formula or you can use an algorithmic view of the world. Both supportive of the fact that a PROCESS played out by repeating system rules is important – but also that it can have unpredictable results Nature of order – does this increase your feeling of wholeness….. To wholeness is functional…. A beautiful process diagram is actually likely to be right (maybe) a fantastic story ….. Christpher Alexander basically asked people to look at a set of pictures and say “do these increase your sense of wholeness?” ….. No further information was given…. And people were forced to answer even when they didn’t understand the question….. And they basically had a really high correlation ……. Evn though it doesn’t make sense….. And then he goes on to show that this feeling is actually a good proxy for not only beautiy but functionally utility …. That people can just tell when things are rotten as long as they look…. Like those who look at process and and understand if it is good – but who is looking at the process? (you are)…. Also after years of doing pattern language or cookie-cutter help for non-professionals he decised that an unfolding process would work better i.e. look at wholeness, do a structure preserving transformation, and check for better wholeness Thinking fast and slow. – lots of biases in the system 1 thinking …… not good at seeing missing information, tend to make a decision based available information… system 2 is your org with information magement - PALMER SENIOR!!!!!Ulysses – one day in Dublin
- Every org has a conceptual data model – when you engage the business architectsIt has an “asset” because conceptually lots of things are assetsIT assets Sub-stationsOr pieces of equipment that make up your network Problem is while the shape of the process is similar for say procuring the assets the information required is different IT is about getting standard builds equipment on your network has to be procured and testing in sets before it’s dug into the ground larger assets are maintained while smaller assets are replaced configuration management …… data centre management smart grid……..Somebody has to give….. too often I hear “compliance to the procurement process is good for IT assets but not good for other assets” if you can make that distinction they are different assets or different infromation types I’ll do a deal with you I’ll stop them putting “asset” in conceptual data models you think carefully before thinks a process is the same – reuse by all means but for the natural complience shape
- Fiona Ryan (ABS)You can’t make infrastructure decisions without considering impact on collections etc…... Channel everything through reengineering CoE---- but this isn’t sustainable because you re taking on the role of the capabiltiy owner……
- Following from “burden of EAs”….Also How many EAs does it take to define EA..?Well that depends on what you mean by EA
- Teaching managers that organisations are made of functions and then that all initiaves of value are cross-functional is BS!!!
- Ask in your next meeting who owns the information – they point to the IT guyAsk who owns “detailed stuff in general” IT!
- And because of that….
- NOT ONE BIG LUMP!GOING BACK TO THE BUSINESS IS NOT THE SOLUTION!“while budgets are allocated functionally it’s hard to break down silos”
- It’s really cheap dataCloud is cheap IT (or easy to source IT)…. Also because it’s easy to source everybody has it“I have my salesforce.comimplementation! Go away!”“no sorry, we still need the information in that system for other purposes”
- That’s why it flows
- That’s why there is lots of it but competative advantage isn’t created through abundance it’s create through scarcity or differentiation of difference in valuation
- Need to find the gold Could be a decision a customer is about to makeComplex events (including very human events like decisions, sentiment, and proxies for connectedness)
- So it’s what you do with it.
- We all have customer…. Haha…. “we don’t have customers”…. But ASIC ----- not customers…. “regulated entities”… “customers as the public”
- Opportunity to consolidate like processes not just invoicing process “approval process”
- I’m going to mention this in the roadmap…Importantly this stay the same across the org structure change – just like Jobi’s business function model
- The process of taking a single Core Shared Data area and investigating its end-to-end lifecycle is called an “information optimisation initiative”. However, it is preferred that these initiatives are branded for easy reference and communication of the effort. For NBN Co. a “Spectacle” or “Information Spectacle” is the preferred label for these efforts.Each Spectacle has the following characteristics:Formed through a cross-functional team representing all aspects of the information’s lifecycleIncludes IM specialist resources focusing on each of the following:Information structure Information qualityInformation value Information exploitation & useSponsored by the Information CustodianBriefed by the executive team to ensure the focus is on the critical dimensions relevant to this area of information in the origination; focus is typically a sub-set of the following:Efficiency – information has limited perceived value and effort should focus on reducing redundancy, automation, and cycle times of related processesExploitation – information has potential for additional usages and effort should focus on blue-sky thinking, brainstorming, and collation of potential additional internal and commercial uses of the informationImpact of quality – information quality is seen to have a direct correlation to business effectiveness and effort should focus on the import of quality issues, base-lining current quality, and the business cases for improvementAlternatively, the existing “Tiger” team or Quality Improvement Processes can be updated to include all aspects of an information optimisation initiative. If this approach is taken the proposed initiatives identified in Section 8.1 should still be scheduled and care taken to ensure the focus is on information improvements rather than just process improvement.
- When you talk campaigns – not campaigns to promote your function! Actual campaigns that coordinate functions to apply the resources of your organisation to your customers when it’s needed mostPositive enhanced Negative turned around
- RembmerJobi’sstraregy to function mapping ……strategy to functional model mapping!!!!awesome! except it means everything is cross-functional… but still not governance.…. solution is capability based governance and capability-based strategy….