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Adaptive Business Collaboration
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Adaptive Business Collaboration

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Today an effective business process management is key to maintain competitive advantage in a market characterized by an increasing pace of change. Process management literature review revealed two ...

Today an effective business process management is key to maintain competitive advantage in a market characterized by an increasing pace of change. Process management literature review revealed two main managerial approaches: one is represented by those methodologies based on process models which adopt an “a priori” approach (i.e. BPR), the other by methodologies that adopt an “a posteriori” approach by analyzing real process activities (i.e. Process Mining). The evolution study of these two methodological lines revealed their progressive convergence towards semi-structured process analysis. This type of processes are especially common among service oriented companies and all knowledge intensive activities.

My thesis suggests a new systemic and collaboration oriented approach to semi-structured process management. Its development considered four main perspectives: structured activities analysis, unstructured and dynamic activities analysis, behavioral studies in process management and finally information systems support. The model obtained provides, in a sequence of consistent steps, the combination of different analysis techniques that aim to enhance semi-structured processes comprehension and to enable their optimization.

The suggested integrated approach, tested by applying it to real case study, intends to open the doors for a new, complete and collaboration oriented semi-structured processes management support system development.

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Adaptive Business Collaboration Adaptive Business Collaboration Presentation Transcript

  • POLITECNICODIMILANO DEPARTMENTOFMANAGEMENT,ECONOMICSANDINDUSTRIALENGINEERING MASTERINMANAGEMENTENGINEERING ACADEMICYEAR2011/2012 Author: MicheleD’Aliessi AdaptiveBusinessCollaboration amanagementmethodologyforbusinessprocessesperformance improvementfocusedonsemi-structuredprocessesandcollaboration
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano ‣ Introductionandcontext ‣ Keygoals ‣ Researchmethod ‣ Mainfindings ‣ Casestudy ‣ Conclusions Page1 Agenda
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page2 Introduction and context PROCESSESTYPES semi-structuredprocesses B A unstructuredprocesses B A structuredprocesses B A
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page3 Key goals ‣ Developasystematicandintegratedmethodologicalapproachtosupport semi-structuredprocessesanalysisandimprovement ‣ Focusoncollaborationasakeyelementtoenableprocessesimprovement ‣ Defineanewmethodologywhoseapplicationtomanyrealcasesfacilitatesthe identificationofsemi-structuredprocessesspecificimprovingprinciples Increasingattentionto semi-structuredprocesses Collaborationasa keyelement+
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page4 Research method 1 4 2 3 Evaluatetheexisting processesanalisysand improvement methodologies Evaluatethepossibilitytouse thosemethodologiesfor semi-structuredprocesses management Developanewmodelableto integratetheexisting methodologieswithnewspecific managementtecniquesandtools Evaluatethedeveloped modeltroughitsapplication toacasestudy
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page5 Mapping of the existing methodologies “a priori” approach “a posteriori” approach structured processes unstructured processes SOCIAL BPM BUSINESS PROCESS MANAGEMENT BUSINESS PROCESS REENGINEERING BUSINESS PROCESS IMPRO- VEMENT SOCIAL NETWORK ANALYSIS ORGANIZATIONAL NETWORK ANALYSIS PROCESS MINING HUMAN PROCESS MANAGEMENT semi-structured processes SEMI-STRUCTURED PROCESSES ANALYSIS AND IMPROVEMENT BY USING A MIXED APPROACH
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page6 Key guidelines for the new model development Enablethechangealreadyfromthemethodologyintroductionphase throughearlyemployeesinvolvement Analyzeboththeprocessesmodeland therealexecutedactivitiesflow Evaluateemployees’culturaltraitsand theinterpersonalrelationsonwhichcollaborationisbased Definesystemicchangeactionsthatintegrate differentapproachesrelatedtoprocesses,toolsandculture Developaself-improvingmodelthatenable processescontinuousimprovement
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page7 New methodology structure PHASE 1 PHASE 2 PHASE 3 SETTING ANALYSIS DEVELOPMENT Targets: ‣ Understand which processes and company areas to act on ‣ Define the targets to achieve with the methodology introduction ‣ Set up the project governance and define key roles ‣ Share the main information about the project development, the decisions that were taken, the governance structure and the future activities Targets: ‣ Analyse both the structured and unstructured activities to achieve a deep understanding of the selected processes ‣ Evaluate the cultural traits of the employees to define incetives schemes in order to enable collaboration ‣ Achieve a unified vision of all the elements analysed Targets: ‣ Define an action plan to change the processes structure on three levels: ‣ simplify the processes structures acting on activities and employees roles ‣ introduce the support of the right tools ‣ enable collaboration by enstablishing the right incentives schemes through the behavioural traits evaluation ‣ Set up a monitoring system to evaluate the processes status and the efficacy of the action defined
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page8 Setting phase 1 2 3 4 Understandwhichprocessesand companyareastoacton Sphere of action Definethetargetstoachievewith themethodologyintroduction Targets definition Setuptheprojectgovernanceand definekeyroles Project governance Sharethemaininformationabout theprojectdevelopment andthedecisionsthatweretaken Information sharing
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page9 Setting: sphere of action ‣Numberofdifferentfunctionsor organizationalunitsinvolved ‣Numberofrolesinvolvedinactivities managementandexecution ‣Employeesdiversityintermsofrolesandculture ‣Employeesvariability ‣Input/outputvariability ‣Activitiesexecutionprobability ‣Numberofinformalcontacts ‣Informationsystemssupportlevel ‣Unstructuredinformationpresence Organizationalcomplexitydegreeassessment Activities“unstracturation”degreeassessment
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page10 Analysis phase 5 6 7 8 9 Evaluateemployees culturaltraitstounderstandhow toenablecollaboration Cultural analysis Evaluatehowtodesignincentive schemestofostercollaboration Identifyareferenceframework fortheunstructuredactivities Trackthestructuredactivitiesinthe evaluatedprocesses Summarizethecriticalelements identifiedtoobtainaclearand comprehensiveprocessesvision Structured activities analysis Unstructured activities analysis Interpersonal relations analysys Synthesis
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page11 Analysis: unstructured activities analysis A B C D E F H 1. Activitiesflowsevalutationforeachprocessmain phasethroughrelationalnetworkanalysis 2. Identificationoftheframeworktowhichthe unstructuredactivitiesareattributableata probabilisticlevel 3. Analysisofindividualworkloadandpersonal relationshipsamongcolleagues 4. Collaborationevalutationamongthedifferent organizationalunits 5. Processcriticalelementsidentificationtoevaluate potentialcorrectiveactions
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page12 Development phase 1110 A B C Tools Processes Culture Correction actions definition Setupamonitoringsystemto evaluatetheprocessesstatusand theefficacyoftheactiondefined Monitoring and control system definition Correctionactionsintegrate toolsintroduction,processeschanges andcultureshifts Enabling continuousimprovement
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page13 Utilized methodologies and tools 1110 A B C 5 6 7 8 91 2 3 4 Sphere of action Project Governance BPM analysis BPMN mapping Cultural analysis questionnaire Methodologies: ONA Process Mining HPM specific ONA Interpersonal relations analysys reviewed interpersonal relations analysys Action Point Planning matrix EXISTING METHODOLOGIESDEVELOPEDTOOLS Monitoring system evolution
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page14 Case study ‣ Evaluatedevelopedtoolsandtecqniquesapplicability ‣ Validatemethodology’sdefinedguidelines ‣ Estimatethemethodologyapplication’soverallbenefits MAINGOALS: CONTEXTOFAPPLICATION: ‣ Multinationalfirmintheautomotiveindustry,B2B ‣ About30.000employeesglobally ‣ Productionsitesinmorethan30countries,subsidiariesallovertheworld ‣ ThedevelopedmethodologyhasbeenintroducedintheResearchandDevelopment Departmenttoanalyzeandimprovetheactiveprojectsmonitoringprocess CASESTUDY:
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page15 Case study methodology application 1110 A B C 5 6 7 8 91 2 3 4
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page16 Case study findings ‣ Thecleargovernancedefinitionsimplifiedandstreamlineddecisionmaking processesandenabledatransparentprojectmanagement ‣ Facilitatorsintroductionenabledtheactiveemployeesinvolvementin process correctionactionsdefinition,italsogeneratedcommittmentwithinthevarious organizationalunitsandcontributedtotheadoptionofthenewtoolsactivated ‣ AdocumentexchangecommonlanguageintroductionintheResearchand Developmentdepartmentsolvedmanycommunicationissuesemergedthroughthe methodologyapplication ‣ Theemployeesculturalanalysisallowedtheteamtodesignnewareasofcooperation takingintoaccountthepsychologicaldimensionofthestaffinordertofoster collaboration ‣ Theactiveprojectsmonitoringprocessresultedimprovedmainlyintheexecution timethankstoasignificantcollaborationincreaseinthedepartment
  • MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page17 Conclusions ‣ Todaysemi-structuredprocessesanalysisandmanagementrepresentachallengefor thebusinessworld ‣ Theexistingprocessanalysisandmanagementmethodologiesareconvergingto semi-structuredprocesses,howeverthereisnosystemicandcommonlyrecognized methodologyfortheirspecificimprovement ‣ Thisthesishaslaidthefoundationforthedefinitionofamethodologicalapproach focusedonsupportingsemi-structuredprocessesimprovementthatintegrates existingtechniqueswithinnovativefeatures ‣ Thecasestudymethodologyapplicationenableditsvalidationandthe methodologicalproposedframeworkimprovement ‣ Futureresearchcanbeorientedinmakingthemethodologymorespecificfor differentindustrialsectorsthroughitsapplicationtomanycasesinordertodesigna standardtechnologicalsupportforsemi-structuredprocessesimprovement
  • POLITECNICODIMILANO DEPARTMENTOFMANAGEMENT,ECONOMICSANDINDUSTRIALENGINEERING MASTERINMANAGEMENTENGINEERING ACADEMICYEAR2011/2012 Author: MicheleD’Aliessi AdaptiveBusinessCollaboration amanagementmethodologyforbusinessprocessesperformance improvementfocusedonsemi-structuredprocessesandcollaboration