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Best Practice in Process Management - Process Modeling

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Presentation of the results of the first Best Practice in Process Management workshop about process modeling performed by process management experts from different business sectors such as aviation, manufacturing, defense, etc. For more details visit our blog: http://www.BPinPM.net

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Best Practice in Process Management - Process Modeling

  1. 1. Best Practice in Process Management Process modeling Hamburg , February 2012 Thomas Jussen, Mirko Kloppenburg Lufthansa Technik AG Management System, HAM TQ32/D Weg beim Jäger 193 22335 Hamburg
  2. 2. Overview <ul><li>Questions answered by workshop key findings: </li></ul><ul><li>Which detail levels to chose for modeling? </li></ul><ul><li>How and what information to link to processes? </li></ul><ul><li>When and where to define In-/Output? </li></ul><ul><li>What’s the right displaying complexity? </li></ul><ul><li>How to describe responsibilities within processes? </li></ul>Process Modeling
  3. 3. Which detail levels to chose for modeling? <ul><li>Common practice: </li></ul><ul><li>Process maps </li></ul><ul><ul><li>Management/core/support processes </li></ul></ul><ul><ul><li>Number of levels not specified </li></ul></ul><ul><li>Process descriptions </li></ul><ul><ul><li>EPCs (event driven process chains) </li></ul></ul><ul><ul><ul><li>Top-Down without swimming lanes </li></ul></ul></ul><ul><ul><li>BPMN </li></ul></ul><ul><ul><ul><li>Swimming lanes </li></ul></ul></ul><ul><li>Documents </li></ul><ul><li>Promising practice: </li></ul><ul><li>Choice between two different types of process description (full & slim view) </li></ul>high low Level of Detail
  4. 4. How and what information to link to processes? <ul><li>Information </li></ul><ul><li>Management-capable tool </li></ul><ul><li>Based on turtle methodology </li></ul>Input Output Risks Resources / Tools Goals KPIs Roles „ Process dashboard“ Process
  5. 5. When and where to define In-/Output? <ul><li>Common practice: </li></ul><ul><li>Definition of In- and Output at: </li></ul><ul><ul><li>Process boarders Role change overs </li></ul></ul><ul><li>Promising practice: </li></ul><ul><li>Link of processes with arrows in process maps: identification of bottlenecks & critical paths </li></ul>Out In Role a Role b Task 2 Task 1 Out In
  6. 6. What’s the right displaying complexity? <ul><li>Common practice: </li></ul><ul><li>Reduced complexity by reduced number of modeling objects </li></ul><ul><li>Reduced number / no operators </li></ul>Roles Activities Decisions XOR OR AND
  7. 7. How to describe responsibilities within processes? <ul><li>Common practice: </li></ul><ul><li>Use of roles to describe responsibilities </li></ul><ul><ul><li>roles relate to qualifications or assigned duties </li></ul></ul><ul><li>Promising Practice: </li></ul><ul><li>Link between roles and employees in SAP e.g. to automate assignment of IT rights / tools / software </li></ul>
  8. 8. Who’s to model processes? <ul><li>Common practice: </li></ul><ul><li>Modeling in teams </li></ul><ul><ul><li>Process modeler (trained and skilled for the tool and methodology) </li></ul></ul><ul><ul><li>Process owner </li></ul></ul><ul><ul><li>Process experts </li></ul></ul>
  9. 9. Overview <ul><li>Questions answered by workshop key findings: </li></ul><ul><li>Which detail levels to chose for modeling? </li></ul><ul><li>How and what information to link to processes? </li></ul><ul><li>When and where to define In-/Output? </li></ul><ul><li>What’s the right displaying complexity? </li></ul><ul><li>How to describe responsibilities within processes? </li></ul>Process Modeling
  10. 10. Thank you for your attention. Copyright © Lufthansa Technik AG. All rights reserved. The information contained in this presentation is proprietary to Lufthansa Technik AG and is disclosed in confidence. The presentation and the information contained herein shall be kept strictly confidential and shall not be used, disclosed to others or reproduced without the express written consent of Lufthansa Technik AG. Nothing contained in this publication shall constitute any warranty, guarantee or liability for Lufthansa Technik AG, its subsidiaries and affiliates but is for information purposes only. Accordingly, Lufthansa Technik AG its subsidiaries and affiliates neither expressly nor conclusively accept responsibility or liability for the actuality, accuracy and completeness of the statements and information contained in this publication. Follow our blog to receive updates: http://www.BPinPM.net For additional information, please contact: [email_address] Lufthansa Technik AG, HAM TQ32/D Weg beim Jäger 193 22335 Hamburg, Germany

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