Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Using Business Process to support change at CASA

  • Login to see the comments

  • Be the first to like this

Using Business Process to support change at CASA

  1. 1. Connecting Process Professionals 1 Using Business Processes to support change at CASA Lenin Jackson 28th May 2013
  2. 2. Business Process Management
  3. 3. CASA  CASA’s key role is to conduct the safety regulation of civil air operations in Australian territory and the operation of Australian aircraft outside Australian territory. CASA is also responsible for ensuring that Australian- administered airspace is administered and used safely.
  4. 4. Statistics  34,300 Active Pilots  14,360 Owners of Aircraft  7,000 Licenced Aircraft Maintenance Engineers  850 Air Operators Certificates  700 Maintenance Organisations
  5. 5. History of BPM in CASA  Business Process Model Project  Built the standards for CASA.  Created a permanent BPM capability.  Documented a number of business processes.  Acquisition of advanced process modelling tool  Provides value to all of CASA through the documented processes.  Reduces time to document processes.
  6. 6. Strategic Alignment  Provide comprehensive, consistent and effective regulation to enhance aviation safety.  Strive for good governance and continuous improvement in organisational efficiency.  Endeavour to form effective and appropriate relationships with the wider aviation community.
  7. 7. Summary of Process Levels Level Name Diagram Estimate # Diagrams 1 Enterprise Process Diagram (1) = 1 2 Value Chains (x35) = 35 3 Process Variations (x5) = 175 4 Process Milestones (x5) = 875 5 Process Tasks and Context Diagrams (x8) = 7,000
  8. 8. Benefits of BPM  Quality and consistency.  Governance and transparency.  Compliance with regulations.  Reducing organisational costs.  Agility and flexibility.
  9. 9. BPM Approach  Identify the current business processes being undertaken.  Work with business representatives to identify issues and areas for improvement.  Design a new more efficient, effective and standardised business process for the future.  Identify and support the changes to forms, manuals, IT systems, checklists etc. that support the business process.  Support the transition to the new business process.  Continue to review and improve business processes.
  10. 10. The COMPLETE vs. DOWNSIZED Change Lifecycle ImprovedBAU (BenefitsRealisation) CurrentBAU Justify BAU change Identify impacted services Define scope of change Analyse current process Redesign process Change enablers impacted by redesigned business processes Test performance of improved services Roll-out improved services Define & plan BAU improvement deliverables Gather requirements for enablers to change Design enablers Develop enablers Test enablers (e.g. UAT) Plan streams of enablers to change Discovering, understanding and agreeing on the “scope” of required change The DOWNSIZED change lifecycle (Traditionally this is the only part of the lifecycle that is acknowledged) - Matching roles - Skills development, staffing recruitment - Facilities & tools - Performance targets - Assessments & incentives Common impacted enablers: - IT Systems & supporting data - Business Rules - Manuals & checklists - Forms - Templates Change Team supported by BPM team (using Business Process Redesign Methodology) Change Team supported by Business Analysts, SMEs, ICT, Technical writers, People & Performance, Safety Education, Property, Procurement, etc.
  11. 11. Navigational Approval Regulation Implementation  Documented the current process.  Used as a basis for discussion and agreement for changes.  Once agreed, the associated forms, checklists etc. were developed to take into account the required approval steps within the process.  Successfully rolled out across Australia using the documented business process for training of staff.
  12. 12. Questions?