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Bpr training v 2.0 4.1.2012

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Practical Business Process Re-engineering Training

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Bpr training v 2.0 4.1.2012

  1. 1. Practical Business Process Reengineering By: Mohammad SalehIndependent Institutional Development Consultant January 2013 1
  2. 2. Contact Informationmsaleh2000@hotmail.comhttp://daily-chat.blogspot.com/http://jo.linkedin.com/pub/mohammad-saleh/3/2b/4b9@msaleh2000mohammadasaleh 2
  3. 3. Agenda (BPR Steps)Pre-Project PreparationProject Kick-offDesign and planningDeveloping BPR conventions manualDocumenting the Current Business Model (As Is)Developing and Testing Future Business Model (To Be)Studying legal impactGap Analysis (ITPOSMO as an example for Gap Analysis methodologies)HR manualPolicies and ProceduresPlanning the Implementation (Action Plans)Implementing the Future ProcessesChange Management 3
  4. 4. Big Words, we use them only to sell our services BPR ISO BPI Service Improvement Good BPM Practices Best TQM Practices 4
  5. 5. BPR Definition One of the definitionsThe fundamental rethinking and radical redesign ofbusiness processes to achieve dramaticimprovements in critical contemporary measures ofperformance, such as cost, quality, service, and speed 5
  6. 6. The one million dollars questionIs BPR what we are really looking for?????? 6
  7. 7. Initial Questions Mission and Strategic Goals Has the agency identified performance problems and set improvement goalsShould the agency engaged in reengineering 7
  8. 8. Rule #1 & Rule #2 There is nothing wrongYou need to think of or right; What mattersBPR as an Art not a is whether a particular Science solution works for a particular situation. 8
  9. 9. BPR Approach CapacityCollaboration Standardization Structured Innovative Practical Building 9
  10. 10. Process Improvement Environment Elements Strategies and Policies Operations Suppliers (Services and Processes) Human Customers Resources Infrastructure Partners and other Resources Legalization 10
  11. 11. BPR Seven Steps1. Project Kick-off2. Document the Current Processes3. Establish Key Performance Measures4. Develop and Test Future Processes5. Prioritize and Commit to Future Processes6. Plan the Implementation7. Implement the Future Processes 11
  12. 12. Actual BPR Steps in Jordan 1 • Pre-BPR 2 • Design and PlanningChange Management 3 • BPR Conventions Manual 4 • Discovery and As Is Analysis 5 • To Be Design 6 • Legalization 7 • Gap Analysis 8 • HR Manual 9 • Policies and Procedures 10 • Implementation 12
  13. 13. 1. Pre-BPR Identify Main Goals and Needs 13
  14. 14. 2. Design & PlanningThis phase is aimed at setting the ground for the BPRwork. On one part it will familiarize the project teamwith the nature of the services and key contactpeople, as well as the setting of the communicationchannels, structure and detailed project plan thatincludes workshops, interviews and other reviewsthat will take place. 14
  15. 15. Methods and DeliverablesMethod Phase Kick-off MeetingDeliverables Detailed Work Plan Interviews and Workshops Schedule 15
  16. 16. 3. Develop and agree on Conventions Manual On the other hand, the project team will setup the work conventions that will govern the technical deliverables of the BPR component. These will include reports structures and mapping conventions, covering the methods of mapping, the tools, model types and objects to be used. 16
  17. 17. Convention 1 (Websphere) 17
  18. 18. Convention 2 (Visio) 18
  19. 19. Methods and DeliverablesMethod Desk based work putting together convention and plan Meeting to discuss and agree plan and conventionsDeliverables BPR Conventions Reports format and structure Forms Graphical representations 19
  20. 20. 4. Discovery and “As-Is” Analysis The aim of this phase is to create a good understanding of the business processes that are to be reengineered with the entire related environment covering organization, data, system and other external factors influencing those processes. During this phase, the documented As-Is Processes and their analysis will be delivered 20
  21. 21. Methods and DeliverablesMethod Interviews and Workshops for Data Gathering. Desk based work for reviewing existing documentation. Desk based work for performing process mapping and process analysis. Workshop/meetings and review with and other involved stakeholders to confirm the “As-Is” results.DeliverablesAs-Is Report that includes: Current Organization chart, high level application model and service tree. High level process maps of key processes that includes the cross governmental processes Detailed business process maps showing the concerned processes with relation to organizational units, application and data elements. Description of process observations and possible constraints Process analysis covering process weak points including those related to controls and covering process Key Performance Indicators (KPIs). 21
  22. 22. Document Organization Structure TV Channel as example Manager Internal Audit Acquisition Production Library Channel 1 Channel 2 Marketing 22
  23. 23. Identify Main Services TV Channel as exampleAcquisition / Dobbing / Store at Scheduling BroadcastingProduction Translation Library 23
  24. 24. Stakeholders AnalysisIdentify Classify Prioritize 24
  25. 25. Identify Stakeholder Service 1 Service 2 Service 3 TV Ministry of Interior Municipality (Broadcasting) (Residency) (Licensing) Foreigners Audience Individuals Residents Advertisers Guarantor Contactors Ministry of Governmental Regulators Health Agencies Ministry of Labor PSD 25
  26. 26. Classify Main Stakeholders Types Suppliers Partners Customers 26
  27. 27. Prioritize Stakeholders According to our Strategic Goals High High Keep Satisfied Manage Closely Advertisers Audience Production CompaniesPower Monitor (minimum Keep Informed effort) Furniture Suppliers Some Partners Low Interest27 High
  28. 28. Power/ Interest GridHigh power, interested people: these are the people youmust fully engage with, and make the greatest efforts tosatisfy.High power, less interested people: put enough work inwith these people to keep them satisfiedLow power, interested people: keep these peopleadequately informed, and talk to them to ensure that nomajor issues are arising. These people can often be veryhelpful with the detail of your project.Low power, less interested people: monitor these people,with minimum effort 28
  29. 29. Identify Needs, Expectations and AspirationClient SurveysClients ComplaintsFocus GroupsStructured Interviews 29
  30. 30. Document As Is •Organizational Structure1 •Human Resources2 •Main Services3 •Detailed Processes4 •General Findings5 30
  31. 31. To Be present to develop the AnalysisNew high level Proposed Apply and test senior detailed between the process organizational the current managers for business “To-Be” and concept model constraints approval processes “As-Is” 31
  32. 32. To Be - DetailsDuring this phase, the project team develop the “To-Be” concept which will include definitions and recommendations on how theservices and processes should be modified and the new business model.The first step will be to come out with a new high level process concept. (white board approach)Then develop the proposed organizational model reflecting from the new business processes concept.Then Apply and test the current constraints and accordingly developing the list of potential workarounds and needs formodifications or pre-approvals.The modified concept is then presented to senior managers and decision makers for approval.After the approval of the high level process concept we shall develop the detailed business processes. Various techniques shall beused: Process simplification Process automation level Reduction of in process manual checks and controls Reducing redundancies Reducing media changes Parallel processing and others.Structuring the new services and developing the new business ModelA comparative qualitative, and if appropriate, quantitative analysis will be conducted between the “To-Be” processes and “As-Is”processes KPIs to validate the improvement.In addition, medium and long term improvement measures and IT system change requirements will be identified anddocumented. These shall form a key input for further development and system improvement and integration work, which can beimplemented later in the project. 32
  33. 33. DeliverablesTo-Be Report that includes: Description of the main concept for the to-be processes, channels, services, and customers. Description of the proposed Organizational Structure. High level process maps of key processes covering cross departmental processes. To-Be high level application model and service tree. Detailed business process maps showing the proposed processes with relation to organizational units, application and data elements. Description of process improvement measures including those that are system related. Process comparative analysis covering process design quality KPIs. 33
  34. 34. Where can you improve ? New Processes HR Regulations Development Space Tools Management Technology 34
  35. 35. legal impactReview and analyze all related laws, regulations andinstructions related to the services that may effectthe implementation of new processes orimprovementsPrepare recommendations for: Legal material amendments Work around 35
  36. 36. Gap AnalysisDuring this phase you shall take the approved “To-Be” designdocument into a document that is actionable and with practicaltimeframes and assignment to implement in order to facilitatemoving client from current “As Is” to the proposed “To Be”processes. The tasks will include:Gap analysis between the existing and new processrequirements. You will define the gaps between the As-Is andthe target process definitions.Identify gaps related to readiness for the new processes.Hand over the reengineered processes to the development teamfor implementation (in case of automation) 36
  37. 37. Methods and DeliverablesMethod Negotiating implementation timeframe and responsibility with the involved stakeholders particularly for the process and organization related changes. Desk based work for completing the gap analysis and implementation plan. Workshops and review by the involved stakeholders to confirm the plan.Deliverables Gap Analysis Report 37
  38. 38. ITPOSMOITPOSMO methodology focus on Information Technology Processes Objectives and Values Staffing and Skills Management systems and structure Other resources such as Time and MoneyThis methodology represents the most advanced and used wayto identify and analyze gaps within e-Government projects andwas developed by Heeks (cf. Heeks 1999, Heeks 2001, Heeks2003) 38
  39. 39. HR ManualDevelop Job description for the related positions asimpacted by the organizational and process changes inrelation to the processes in scope.The new job description will empower employees with,traditionally held, decision making and approvalauthorities. In case the employee has responsibility overother non-scope related work, that part of the jobdescription will not be done by the project team. Currentperformance appraisal systems will be revised for morecompliance and integration with the performancemeasures set beforehand. 39
  40. 40. Method and DeliverablesMethodDesk based workTNA (the one conducted at Change management phase)Meeting for getting feedback and finalization ofdeliverables.DeliverablesJob Descriptions 40
  41. 41. Polices and ProceduresDevelop the policies, procedures that are related tothe scope work areas in compliance with thegovernment laws and regulations. Those that couldbe system supported shall be passed to the solutiondevelopment team.Develop or modify the forms and templates that areto be used to support the new processes 41
  42. 42. Method and DeliverablesMethodDesk based workMeeting for getting feedback and finalization ofdeliverables.DeliverablesPolicies and ProceduresForms and templates 42
  43. 43. Planning the Implementation (Action Plans) •Task •Responsibility •Resources •deadlines •Outcomes 43
  44. 44. Implementation ImplementIdentify Areas Monitor & of EvaluateImprovement 44
  45. 45. Change Management Source of Change The changes that shall be The introduction introduced through the BPR efforts and the introduction of of new approach a new organizational structure,and the associated processes and systems. cultural change. The changes in the structure, processes, and procedures Change 45
  46. 46. Change Management Requirements Awareness Training Needs Assessment. Training Planning. Conduct training in different aspects, including soft skills. Change Management and Internal Communication. Key players involvement 46
  47. 47. Some Modeling ToolsWebSphere Business ModelerIDS Scheer ARISMicrosoft Visio 47

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