ES Key Indicators                                         Key Information Systems                                     Prac...
ES Key Indicators                                         Key Information Systems                                     Prac...
Strategy and Direction Best Practices      I/S Strategy                                                Vision/Architecture...
Resource Management Best Practices      Human Resources                                         Organization        Provid...
Financial Management Best Practices      Budgeting                                                 Risk Management        ...
Quality Management Best Practices     Applications Portfolio Management                            Commitment       Apply ...
Change Management Best Practices      Project Orientation                                        Quality Control        I/...
Change Management Best Practices      Business Impact        All areas of the business which are directly or        indire...
Service Management Best Practices      Metrics                                                 Achievement/Performance    ...
Administration Best Practices      Policies                                                Standards        The I/S depart...
Applications Best Practices      Life Cycle Management                                  Technical Quality Management      ...
Development and Maintenance Best Practices      Project Management                                         Request Managem...
Development and Maintenance Best Practices      Methodologies                                            Alternative Techn...
Support Services Best Practices      Problem Resolution                                           Help Desk        Users (...
Relationships Best Practices      Expectation Management                                      On-Going Communications     ...
Technology Best Practices      Capacity Management                                       Research and Development        A...
Operations Best Practices      Customer Focus                                           Performance Standards        A "cu...
Operations Best Practices      Backup/Recovery                                        Contingency Management        All da...
1996 Network/IT Expenses     It’s not easy (or fun), but coming up with an accurate budget       • Identify the major busi...
The Hidden Costs of Network Ownership     Software                                                          Personnel     ...
BPR Success Factors: Teaming                                                                  Senior Management           ...
Visioning                                                                 Implement New ProcessBuild Infrastructure and   ...
Visioning                                                                              Implement New ProcessBuild Infrastr...
Visioning                                                                             Implement New ProcessBuild Infrastru...
Visioning                                                                                Implement New ProcessBuild Infras...
Visioning                                                                           Implement New ProcessBuild Infrastruct...
Visioning                                                                                 Implement New ProcessBuild Infra...
EC Methodology                                           “Where We Need to Go”                   Phase I – Electronic Comm...
EC Methodology                                  Phase I – Electronic Commerce Strategy                                    ...
ES Methodology                                            Phase II – Electronic Commerce Plan                             ...
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Bpr Process Modeling

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  • Bpr Process Modeling

    1. 1. ES Key Indicators Key Information Systems Practices and Indicators Evaluated Planning Practices Strategy and Direction • I/S Strategy • Vision/Architecture • Organization • Business and I/S Alignment – Applications – Roles and • Priority Alignment – Technology Responsibilities – Data – Ownership – Executive Sponsorship • Migration Planning Administrative Practices Resource Management Financial Management Quality Management • Human Resources • Budgeting • Portfolio Mgt. • I/S Skills • Cost/Benefit Mgt. • Performance Goals • Outsourcing • Risk Management • Commitment • Organization • Education • Business Skills • Continuous Improvement Change Management Service Management Administration Management • Project Orientation • Metrics • Policies • QA Function • Service Agreements • Procedures • QC Function • Achievement/Performance • Standards • Culture Impact • Contracts • Business Impact • Backup/Recovery • Security • Business Resumption June 26, 2012 PROPRITARY PROPERTY 1 Richard Lynes
    2. 2. ES Key Indicators Key Information Systems Practices and Indicators Evaluated Delivery Practices Applications Development/Maintenance Support Service • Life Cycle Management • Project Mgt. • Problem Resolution • Documentation Mgt. • Data Mgt. • Responsiveness Tracking • Functional Quality Mgt. • Request Mgt. • EUC Assistance • Technical Quality Mgt. • Standards • Help Desk • Maintenance Mgt. • Methodologies • Technical Training • Development Tools • Technology Coaching • Alternative Techniques Relationships Technology Operations • Expectation Management • Capacity Mgt. • Customer Focus • Client Focus • Vendor Mgt. • Scheduling • Ongoing Communications • R&D • Performance Standards • Computing Mgt. • Responsiveness • Data Administration • Contingency • Communications Mgt. • Project Orientation • Systems Software Mgt. June 26, 2012 PROPRITARY PROPERTY 2 Richard Lynes
    3. 3. Strategy and Direction Best Practices I/S Strategy Vision/Architecture Comprehensive business driven strategies are A business description of I/Ss technology, defined for evolving I/S’s organizations, data, applications, and organizational architecture’s, and applications direction is available and communicated to management and staff. Business and I/S Alignment I/S plans and strategies are fully supportive of Organization business culture, needs, and direction Strategies and plans are used to develop and maintain an appropriate mix of internal Priority Alignment and external resources and skills for both the Business/technology dependencies are I/S and user environments. identified and priorities are established for both areas to provide maximum value with Migration Planning minimal waste/costs. A transition plan guides the activities, schedules, and milestones for achieving the goal architectures and business systems.June 26, 2012 PROPRITARY PROPERTY 3 Richard Lynes
    4. 4. Resource Management Best Practices Human Resources Organization Provide the required level and maintain career Maintain appropriate logical and physical planning, performance evaluation/reward. and organizations to support the companys compensation programs to ensure protection culture, use of information technology, and of human resource assets. support of business needs. I/S Skills Business Skills Maintain skill evaluation and training programs I/S staff has the required understanding of for I/S staff and appropriate business staffs. the companys culture and business practices to effectively contribute more than Outsourcing basic technology expertise for supporting Maintain a cost effective balance of internal business systems. and external resources. Maintain awareness of sourcingJune 26, 2012 PROPRITARY PROPERTY 4 Richard Lynes
    5. 5. Financial Management Best Practices Budgeting Risk Management Support the companys planning and Financial controls are required for all project budgeting processes by translating I/Ss activities and acquisitions to minimize business drivers into budgeted resource financial risk from project overruns, requirements and maintain effective control unauthorized financial commitments, and and reporting. delays in recognizing run-away costs. Potential financial losses resulting from the Cost/Benefit Management accidental or deliberate destruction of data or Adopt a program to ensure peer and senior systems must be identified and managed. management understanding of the investment and support costs for I/Ss products and services and share in the identification and realization of business benefits.June 26, 2012 PROPRITARY PROPERTY 5 Richard Lynes
    6. 6. Quality Management Best Practices Applications Portfolio Management Commitment Apply asset management concepts to ensure The I/S department should be recognized by the application systems are measured, other business units as having a serious monitored, and managed to effectiveness, commitment to deliver the best service and performance, financial, and quality goals at products without compromise. Quality reasonable support and operating costs. Assurance and Quality Control concepts are included in I/S methodologies, procedures, Education and practices. Staff participates in ongoing education and training programs in support of the organizations Performance Goals objective to continually increase the level of Using accepted measures, monitor all service quality for all aspects of the business. activities to ensure they are executed in a manner which continually meets or exceeds Ownership expectations. A "Quality Belongs To Everyone" attitude is present throughout the organization which Continuous Improvement encourages each individual to understand the Channels are open for improvement companys quality commitment and to assume suggestions and individuals are recognized for ownership for improving quality for all job related initiative and creativity in improving the overall activities. quality of services and products.June 26, 2012 PROPRITARY PROPERTY 6 Richard Lynes
    7. 7. Change Management Best Practices Project Orientation Quality Control I/S initiated changes (e.g., application Key development and operations activities systems, software releases, new technology, are subject to formal quality control personnel, etc..) should be performed with a inspections to ensure that the activities are project discipline. Tasks schedules, expected being performed in accordance with the results, and controls should be identified and companys and industry standards and managed to prevent business disruption. accepted practices. Quality control activities will often extend beyond I/S into the user and Quality Assurance internal audit groups. Quality Assurance reviews are conducted, for all projects resulting in significant business or Culture Impact technology change, to ensure that the Although some I/S initiated changes are appropriate activities are scheduled and intended to change the behavior of specific performed, qualified resources are assigned, groups, the change process should consider and controls are identified and used. Quality the cultural constraints of the organization to assurance has an active project role with avoid rejection or indifference. authority and accountability for ensuring quality results.June 26, 2012 PROPRITARY PROPERTY 7 Richard Lynes
    8. 8. Change Management Best Practices Business Impact All areas of the business which are directly or indirectly affected by the I/S initiated change participate in planning, testing, and acceptance. This ensures that business staffs and management are properly trained and positioned to use the new process and that the change will immediately provide the planned business benefits.June 26, 2012 PROPRITARY PROPERTY 8 Richard Lynes
    9. 9. Service Management Best Practices Metrics Achievement/Performance Appropriate measures are defined for On-going reviews are conducted of all quantifying service levels and systems are in services and service providers which result in place to collect information for performance improvement programs or recognition of analysis. excellence for specific groups or staff. Service Agreements Formal definitions of what services will be provided, roles and responsibilities and how the services will be measured are available for key services provided by the I/S department.June 26, 2012 PROPRITARY PROPERTY 9 Richard Lynes
    10. 10. Administration Best Practices Policies Standards The I/S departments "Rules of Conduct" are Administrative standards are used and consistent, known, enforceable, and reflect enforced to help guide the performance and the companys business, ethical, and activities of the staff, e.g., performance management values. reviews, timely reporting, conduct. Procedures Contracts The administrative "how to" guidelines are Prudent contract control and administration understood, used, and available for reference processes are enforced to ensure business and new employee orientation. protection, standardization, enforceability, renewal leveraging, and safe business Security practices. A comprehensive security protection program is evident to protect the companys identified Business Resumption resources from deliberate or accidental loss of Business risks and critical I/S dependencies confidential or critical assets. are identified and plans, resources, and procedures can be readily activated to expediently and safe restore key I/S and business staff operations.June 26, 2012 PROPRITARY PROPERTY 10 Richard Lynes
    11. 11. Applications Best Practices Life Cycle Management Technical Quality Management Applications are managed as business assets Standards and quality control techniques are with each having investment costs, operating used to help ensure that key systems technical expenses, and value. Each key applications underpinnings and architecture are protected condition and expenditures are tracked to from premature obsolescence. manage cost effectiveness and to maximize resource value. Maintenance Management Existing systems are modified/enhanced in a Functional Quality Management timely manner to reflect current business Key systems evolve with the business to help requirements. Maintenance is managed on a ensure that they support changing business software release basis, when appropriate, to requirements and that the business staff are minimize complexity and maximize asset not required to develop alternate processes to longevity. offset systems deficiencies. Documentation Management A cost effective process is consistently used to ensure continuity of knowledge and understanding of all products and services developed and supported in the I/S environment.June 26, 2012 PROPRITARY PROPERTY 11 Richard Lynes
    12. 12. Development and Maintenance Best Practices Project Management Request Management Project management, involving business and Business staff understand and use an official all appropriate I/S functions, is established for channel to request I/S services. Appropriate all significant changes. Minor maintenance checks and balances are in place to changes also require a project discipline for effectively prioritize requests based upon change control and software maintenance. need, business plan, and cost benefits. Data Management Standards Data is logically organized and managed to Standards for developing new products and ensure accurate and timely reflection of services are established and understood by business activity with minimal duplication and all staff members. Managers and lead staff barriers to access. are accountable for ensuring that new/modified products and services conform to accepted standards.June 26, 2012 PROPRITARY PROPERTY 12 Richard Lynes
    13. 13. Development and Maintenance Best Practices Methodologies Alternative Techniques Practical and appropriate methodology are Appropriate analysis is conducted to ensure consistently used to guide the I/S that alternative resourcing, design departments project activities to help ensure techniques, and technologies have been leveraging of staff resources, maximize prudently evaluated to maximize the system life cycles, and enhance team companys systems development reporting and communications. investments. Development Tools Appropriate development tools are used to improve staff effectiveness and efficiency and increase systems life cycles. Staff is trained and the portfolio of tools and techniques support one another.June 26, 2012 PROPRITARY PROPERTY 13 Richard Lynes
    14. 14. Support Services Best Practices Problem Resolution Help Desk Users (business and I/S) have a means of A service organization, specializing in reporting problems and obtaining assistance emergency and production level assistance, in resolving I/S related questions and/or is available to all business users during all issues. scheduled business hours. Responsiveness Tracking Technical Training Metrics are used to track service request to Technical skills improvement programs are monitor service responsiveness in addition to conducted for both I/S and key business staff initiating corrective action projects to eliminate to ensure effective and appropriate use of frequently occurring questions/problems software, equipment, and communications. End User Computing Assistance Technology Coaching I/S assistance is available to help business In conjunction with other services, special staff in using distributed technologies within coaching sessions are available to help the parameters agreed to by the business. sharpen the skills of both I/S and business staffs in the effective use of more advanced and complex technologies.June 26, 2012 PROPRITARY PROPERTY 14 Richard Lynes
    15. 15. Relationships Best Practices Expectation Management On-Going Communications New direction, projects, and all key changes I/S staff and management is actively are regularly communicated to all levels of integrated into the business organization at management and staff (business and I/S) to all levels to openly discuss I/S activities as minimize misunderstanding and false they relate to the business. Communication expectations of availability, functionality, costs, with the business goes beyond status use, and benefits. reporting and selling new concepts. Client Focus The I/S department has a reputation for understanding the business needs and priorities and provides leadership and guidance toward ensuring the business maximizes the use of technologies, systems, and available information.June 26, 2012 PROPRITARY PROPERTY 15 Richard Lynes
    16. 16. Technology Best Practices Capacity Management Research and Development All I/S hardware, software, and I/S has sufficient visibility of the companys communications resources are continually needs and new technology offerings to guide monitored to ensure that sufficient capacity is the evolution of technology resources and available for changing business needs and tools to maximize short and long-term value new I/S activities, and that sufficient cushions to the business. (internal and external) are available for peak demands. Computing Management The technology infrastructure evolves to Vendor Management mirror the business by responding to Vendor roles and responsibilities are business, organizational, and geographical understood by all parties and managed by I/S needs. to ensure that the company is receiving maximum value for acquired products and services by influencing, as appropriate, revisions, service offerings, and problem resolution.June 26, 2012 PROPRITARY PROPERTY 16 Richard Lynes
    17. 17. Operations Best Practices Customer Focus Performance Standards A "customer service" attitude is evident in the Metrics, identifying standards of organization. Operating and organizational performance, are consistently used to changes are always validated to determine monitor and improve services,. Performance their impact to the business and customer standards will often apply to both the I/S and service. business organizations and should be jointly developed Scheduling Availability of all technology resources are Responsiveness understood by the business and strict Technology and staff responsiveness operating and support schedules are continually meet or exceed the businesss maintained and managed as a key component expectations. A technology plan, driven by of customer service. usage information and tuning programs, is managed to ensure customer responsiveness meets or exceeds quantified expectationsJune 26, 2012 PROPRITARY PROPERTY 17 Richard Lynes
    18. 18. Operations Best Practices Backup/Recovery Contingency Management All data files and program libraries have All critical technology operating activities are adequate versions readily available for seamlessly integrated into the companys rebuilding and normal processing in the event business resumption procedures. Plans are of loss or error. Backup and recovery developed and tested periodically for timely processes are incorporated in all systems rebuilding/resumption of critical computing designs and changes. activities.June 26, 2012 PROPRITARY PROPERTY 18 Richard Lynes
    19. 19. 1996 Network/IT Expenses It’s not easy (or fun), but coming up with an accurate budget • Identify the major business initiatives planned for the is the only way corporate networkers can keep from being coming year. blindsided by overruns and unexpected expenses. Here’s what it takes, step by step: • Determine the implementation, acquisition, and support costs that will allow network/IT to support the new • Compile a detailed inventory of the network/IT business initiatives. infrastructure, including components, services, and personnel. • Ascertain the development/training needs for all network/IT support personnel. • Determine how much is being spent on the infrastructure. Be sure to figure in: • Find out how many people the company plans to add or drop during the coming year. – Maintenance agreements (software and hardware) – Support contracts (software and hardware) • Establish which emerging technologies will be added during the coming year and determine costs of pilot – Communications services (monthly fixed charges programs. and usage-based costs) – Salaries (including market adjustments and standard Find a quiet place to work, lock the door, take the phone off merit increases) the hook, and build a budget factoring in all of the foregoing expenses and issues. Submit it to the corporate finance • Decide which aging, obsolete, or overburdened parts of committee for approval. Take a week off. the infrastructure must be replaced.June 26, 2012 PROPRITARY PROPERTY 19 Richard Lynes
    20. 20. The Hidden Costs of Network Ownership Software Personnel • Applications • Network administrator $495 per seat (assuming Microsoft Office suite of $65,000 per year (full-time) applications with mail client) • Applications Support • Customization $55,000 per year (full-time) $125 x (# of hours) x (# of seats) Planning • Setup/Installation $75 x (# of hours) x (# of seats) • Network and system design $41,250– based on a 200-node network with Microsoft Infrastructure Office and e-mail, two protocols, one router with collapsed backbone,, 64-user segments, 10Base-T • Ethernet concentrators, and Category 5 cabling $125 per seat (assuming 16-port concentrator) • Cabling $12 per seat (assuming 25-foot cables to outlet and concentrator • Routing $75 per seat (assuming $4,800 per high-end-router port)June 26, 2012 PROPRITARY PROPERTY 20 Richard Lynes
    21. 21. BPR Success Factors: Teaming Senior Management Leadership Willing Senior Business Sufficient emphasis on Sponsor people Cross-functional Full commitment of right Strong user participation participation resources Management Emphasis on change Innovative use of IT communication of vision, management progress Consistent application of Adherence to established Team building Use of quick hits methodology guidelines Correct choice/emphasis Choice of consultant Training of in-house staff Creation of BPR groups on tools Fully defined ITSufficient IT infrastructure Proactive IS group Emphasis on data quality Updated IT skill base architecture June 26, 2012 PROPRITARY PROPERTY 21 Richard Lynes
    22. 22. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model June 26, 2012 PROPRITARY PROPERTY 22 Richard Lynes
    23. 23. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model Establish Executive Committee Establish BPR SWAT Team Set Macro Goals and Drivers Establish Methods and Tools Assemble Expertise and Resource Requirements Communicate Initiative Throughout Enterprise June 26, 2012 PROPRITARY PROPERTY 23 Richard Lynes
    24. 24. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model Identify Core Business Processes Build Core Process Model Establish Critical Process Metrics Define Core Process Re-evaluate Core Drivers and Subgoals Process Model Build Process Assess Core Business Organization Map Processes June 26, 2012 PROPRITARY PROPERTY 24 Richard Lynes
    25. 25. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model Select Core Business Process Build Project Team Model Existing Process Analyze Existing Process Review Key Metrics and Baseline June 26, 2012 PROPRITARY PROPERTY 25 Richard Lynes
    26. 26. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model Collect Ideas and Perform Requirements Analysis Model and Prototype New Processes Deploy Obstacle Analysis Teams Test Competing New Process Models Reassess Viability and Select a New Process Build Transition Plan Financial Justification Model June 26, 2012 PROPRITARY PROPERTY 26 Richard Lynes
    27. 27. Visioning Implement New ProcessBuild Infrastructure and Select and Analyze Engineer New Business Optimize New Process Set Macro Goals Process for BPR Process Build and Assess Current Core Process Build Transition Plan Model Build Transition Team Implement New Process Measure New Process Optimize New Process June 26, 2012 PROPRITARY PROPERTY 27 Richard Lynes
    28. 28. EC Methodology “Where We Need to Go” Phase I – Electronic Commerce Internet/Intranet Strategy Positioning Core Competence Management “What We Need to Get There, and When We Need It” Phase II – Electronic Commerce Internet/Intranet Plan Strategic Data & Strategic Core Application ES/Business Technology Development Architecture & Partnership & Platform Capability Implementation Plan Education Plan “How We Will Get There” Phase III – Electronic Commerce Quality (TQM/IS) ES Development ES Management ES Operational Effectiveness Effectiveness Effectiveness June 26, 2012 PROPRITARY PROPERTY 28 Richard Lynes
    29. 29. EC Methodology Phase I – Electronic Commerce Strategy Identify Electronic Refine Electronic Assess Current Draft Electronic Commerce Commerce Impacts on Commerce Strategy & ES/Strategy Alignment Strategy Alternatives Business Strategy Development Consensus• Document Business • Document Best Industry • Identify Electronic • Review Electronic Strategy from existing Practices in critical areas Commerce enablers or new Commerce strategy with knowledge, strategy • Conduct technology scan business strategy profit center management documents, and limited • Define implications for components • Provide Electronic executive interviews business strategy • Identify Electronic Commerce inputs to profit• Conduct Electronic Commerce enhancers of center strategy Commerce strategy existing business strategy • Conduct executive review Executive workshop components session to build consensus• Identify implicit Electronic • Identify Electronic Commerce strategy Commerce inhibitors of• Assess ES/strategy business strategy alignment Phase II – Electronic Commerce Plan June 26, 2012 PROPRITARY PROPERTY 29 Richard Lynes
    30. 30. ES Methodology Phase II – Electronic Commerce Plan Develop and FinalizeAssess Current EC/Strategy Environment Review Current Business Processes Strategic Electronic Commerce Infrastructure• Assess current applications • Develop high level process model • Define strategic data & technology platform• Assess current databases • Develop high level data model • Define strategic development capability• Assess current technology • Identify high potential process • Develop core application architecture and• Assess current organization and improvement opportunities (expensive, implementation plan management non-value adding, etc.) • Define business IS/partnership plan• Identify short term quality improvement • Identify short term quality improvement – Structure and staffing action for IS actions for the business – Rules and responsibilities – Performance measures and reporting • Define user and education training programs Phase III – Electronic Commerce Quality (TQM/IS) EC Development Effectiveness EC Management Effectiveness EC Operational Effectiveness Programs June 26, 2012 PROPRITARY PROPERTY 30 Richard Lynes

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