1. [Rod Mendes]
NEW ZEALAND INSTITUTE OF EDUCATION
School: New Zealand Institute of Education
NDAB703 Business Process Management
Assessment 2 – Waste Management
Type of Assignment: Business Applied (Level 7)
Student: Rodrigo Mendes ID 9945
Tutor: Karen Whittaker
Due Date: December 17th

2. [Rod Mendes]
Table of Contents
Executive Summary.................................................................................................................................3
BPM Project Phases – Implementation Factors......................................................................................4
Target Operating Model – Contrast and Comparison ............................................................................7
People Change Management – Critical Success Factors.........................................................................8
Leadership & Sustainability.....................................................................................................................9
Process Ownership................................................................................................................................10
Recommendations................................................................................................................................11
References ............................................................................................................................................12

3. [Rod Mendes]
Executive Summary
Waste Management was experiencing changes of the workforce in New Zealand as the
proportion of labour force 55 years and over is likely to grow one in four by 2020 so the
population ageing will result in a dramatic slowdown in growth however due the staff junior
program implemented at the company it will not be any concern for the organisation because
some key staff members developed and applied training programs for new co-workers. Also
these same key staff members have attended mentoring programs as the organisation was
facing high level of turnover consequently the lack of inspired and productive employees was
successfully managed beyond the changing project.
As part of this project the social media campaign achieved the expected results as it has
approached effectively the newcomers in New Zealand that could understand how New
Zealanders handle all rubbish they generate also it was an excellent opportunity for citizens
to see how much Waste Management have done so far and how much more this
organisation is about to do toward a continued clean living and renewable energy too. This
phase of the project was definitely a memorable one in terms of the marketing due the brand
awareness increasing besides the main message of the organisation reached effectively the
publics targeted.
Key findings for the future of the organisation:
Strengths – capable staff, customer service relationship, reference in the industry
Weaknesses – lack of new technology, lack of leadership management, old mentality
Opportunities – renewable energy role, managers from overseas, share of know-how
Threats – new legislation, new competitors, environment safety

4. [Rod Mendes]
BPM Project Phases – Implementation Factors
Foundations
It would not make sense to implement this project of changes if it was not aligned to the
corporate vision then firstly it has been discussed deeply regarding Waste Management
principles to ensure that the company strategy, strategic goals, business and executive
drivers were undoubtedly understood by the project team members on the top of that it was
previously discussed with stakeholders who since the commence of the project were
expecting long term gains from the plan.
The industry which Waste Management belongs is extremely exposed to environment
regulation and this topic was discussed as well as one plan of actions developed to manage
any constraint like that however the budget became one serious limitation by the execution
but successfully managed by the project team.
“It is important while formulating strategy that the current processes, their strengths,
weaknesses, possibilities and constraints are taken into account. A significant percentage of
failures in deploying an organisation’s strategy, and obtaining the anticipated benefits, are
caused by ignoring the impact of the strategy on business processes during the strategy
formulation steps. It is easy to develop a strategy in isolation, but to ensure that the strategy
actually works throughout the organisation is far more challenging” (Jeston & Nelis, 2014)
Enablement
In order to align project activities to the Waste Management vision and strategy besides
improve inside and outside communication the balanced scorecard has been developed to
measure performance it was very useful to conduct process standardization and control
by the implementation phase as through this tool the project team member have accessed
the view and monitored the plan’s implementation and its metrics.
Also the sign off the budget limit for new training was very well done having all the project
team members attending the planning session to ensure that the cash requirements of the
budget can be met. “The establishment of basic Foundations and Enablement models and
principles need not take months or cost large amount of money if approached in a pragmatic
way” (Jeston & Nelis, 2014).
One of the project’s objectiveswas to apply training and mentoring program then it has been
stablished online process and operational documentation and learning to fulfil this
need which speeded up the full process as the virtual platform became an excellent tool for
development of people.
Launch Phase
The very expected moment of the plan arrived and the start button was pressed for the go
live of the project previously people were informed of the business process management
activity also some questions and objections were anticipated after that handled
professionally in a proactive way. To define the stakeholders to be involved in the BPM
process some discussions with the project team members and business sponsors were
conducted to select the key internal business stakeholders.

5. [Rod Mendes]
“However, it is important to recognize that the scope of a BPM activity may be difficult to
firmly bed down at this early stage. This will make it necessary to fine-tune the scope during
the subsequent phases” (Jeston & Nelis, 2014) the project team members aware that they
could not wait to the perfect scope then they were constantly refining the considerations
used to define what is in and out of scope.
Understand Phase
Perspectives, viewpoints, feedbacks, opinions, ideas were collected effectively as soon as
the commence primary and second research began after that all information were
evaluated and analysed. Actions towards some internal deviations were successfully applied
which generated good results for staff members as well as customers who participated on
researches were heard as part of the project.
It is essential to determine the actual root cause of an issue or non-performing process. If
you do not fully understand the root cause, you are not in a position to commence
theInnovate phase of a process. You cannot be certain that once the redesign has been
completed, the reason for the process non-performance has been addressed. It is like a
medical doctor treating the symptom and not determining or understanding the actual cause
of the disease (Jeston & Nelis, 2014).The time to conduct the root cause analysis was the
moment that the project people found out beyond people who execute the processes that
errors and reworks were coming from others outside the main processing team additionally
step by step guides were developed to improve processes.
Innovate Phase
“It is important to keep the relevant stakeholders informed about the scope of the Innovate
phase, the options being considered, and their status. This is the phase where ideas may be
gathered from a wide group of people. However, it is important to ensure that the ideas fall
within the scope of the BPM activity” (Jeston & Nelis, 2014).In order to deliver a
communication package the project members had to ensure that stakeholder input was not
lost in the detail and that stakeholders were always kept informed as to the status of their
input some suggestions could not be accommodated therefore the reasons were totally
clarified.
Key staff members developed and applied workshops which is a very useful way to
introduce training and mentoring program to achieve solid progress they had to conduct a
trial launch previously with the purpose of evaluate participants engagement and
acceptation that helped the entire process because based on these information some
improving actions were taken that enhanced the other workshops performance.
People Phase
At certain point of implementation plan the project members concerned about the HR is not
being engaged early enough or at all decided to meet them to discuss how they were
feeling about the execution as well as its demand then it was found out that the HR team
needed more staff to help out and respond the enquires rapidly and in a good manner.
Another concern was regarding people not being consulted or engaged in the
performance measurement establishment taking account that all these people had to
handle their regular activities besides the project obligations so a couple of key staff
members were shifted for a full time position related to project implementation what solved
the apparently lack of commitment.

6. [Rod Mendes]
Conduct evaluation of climate’s organisation was one well executed phase of the project
and valuable data and information generated that guided other actions and workshops as it
was found out some root causes the another important aspect about that moment was the
one-hundred percent of participation of the staff members therefore it made the whole
process a complete success. “The purpose of this phase is to ensure that the activities of
the individuals who will be executing the new processes are in alignment with the agreed
organisation and process goals established in earlier phases of the project” (Jeston & Nelis,
2014).
Develop Phase
“It is important to understand that “develop” in this context should be completed in parallel
with the People phase in which the people component is elaborated” (Jeston & Nelis, 2014).
That was magnificently accomplished due the professionally and carefully way the project
team worked with some key staff members in charge for the development of new training
program also the development of coach and mentoring program it is important to
highlight that all those employees gave a positive feedback regarding thechance to
contribute as the project manager decided to use internal resources and knowledge held
within the company.
Creation of social media campaign was such a very significant moment of the project as
New Zealanders could get more familiar to Waste Management business core and how
much this organisation is accountable for the kiwi people furthermore the important role this
company has been doing to guarantee that everyone might enjoy an environment clean and
free of the waste harmful. Began with research to target the right audience that was majority
of them newcomers in New Zealand so it was clearly defined since the beginning of the
project therefore the message was delivered effectively according to some surveys post
media campaign.
Implement Phase
At this moment was the project team official worked hard to implement communication
plan also to implement programs and new tools summarizing by this time all the
changing project plan was brought to life then all people engaged on the process had to be
extremely aware of risks involved by this phase and the possible mitigation strategies.
Realize Phase
Even though the project was implemented positively all staff engaged knew that it is a
mandatory routine be maintaining regular process performance reporting because the
reason for this changing plan existenceit is still about to be completely achieved then all
benefits will be tracked and monitored carefully to check every single improvement brought
beyond this plan. Companies from the same Waste Management industry in Australia,
Canada and United States noticed the positive results achieved and are interested about the
benchmarking with other organisations program that was launched after project
implementation.
Sustainable Phase
Waste Management realized that the improvement program once implemented it was no
longer a program it was a business strategy that happened because the project staff
controlled and informed decision making also roles and responsibilities of process
owners became formal occupations at the company.

7. [Rod Mendes]
Target Operating Model – Contrast and Comparison
The Waste Management’s business-as-usual operating (TOM) substantially changed which
made all collaborators involved on the project glad due the accomplishment achieved so the
picture of before and after changing plan completion can illustrate the organisation
environment and atmosphere renewed and boosted. The main pre and post project factors
are highlighted on the following factors.
People:
Before – not following standard procedures / without mentoring adviser / lack of inspired
environment
After – training conception – leadership and talent management – improved atmosphere at
work
Customer:
Before – not well informed regarding Waste Management accountability – not knowing how
to contribute for waste minimization – not being considered part of the whole process
After – Incentives for more engagement – rewards due the participation –strongly
commitment
Process:
Before – only regular indicators – procedures not often reviewed – data information wasted
After – sophisticated KPI’s – new and updated procedures – properly management of the
data generated

8. [Rod Mendes]
People Change Management – Critical Success Factors
The People Management areas affecting Waste Management are ‘process, skills and
expertise’, ‘education and learning’ and ‘process collaboration and communication’ (Jeston &
Nelis, 2014)
To ensure success, the critical factors for these areas were taken into consideration during
the project. For example, a climate organisation survey was conducted that demonstrated
how much Waste Management respects and cares about its staff members, and
consequently they felt extremely valued this minimised risks that could affect the project
accomplishment. Also, it was identified that the majority of employees who had been working
at this organisation for a quite long time (and some are near to retirement)were originally not
collaborating and communicating at a level appropriate for success of the project, however,
after conducting the project workshops, more experienced employees felt more engaged
and were able to share their expertise.

9. [Rod Mendes]
Leadership & Sustainability
At the Foundations phase it has been realized that majority of the Waste Management
managers possess an impeccable know-how regarding the business in itself which means
they all handle well the job duties however when it comes to people management it was not
the same thing then parallel with staff junior and training and mentoring program was
developed specific solutions for this lack of leadership. All these managers were, are and will
be important for the organisation and they attended some meetings made especially for
them who are on the front lines with staff members, customers and so on summarising the
were in to the recycle program in order to know about tools for their day to day with
employees.
This action became totally mandatory otherwise the implementation of new programs would
not bring a noticeable change like it has brought thank to the managers with their
enthusiasm, energy, and fresh ideas dealing with the workforce also resulting in higher
retention rates, more engagement from staff additionally the team’s efforts aligned to the
organisations strategy view. It helped to clarify for the employees how much important is
their role to achieve strategic goals consequently giving consistent sustainability of the
implemented project.
This mission was accomplished also due the leadership style chose for Waste Management
which was the Delegated Mandate “this style is where the leader (CEO) provides a clear
mandate for the need for change but the strategy is only communicated in generalist terms”
(Jeston & Nelis, 2014) it suited perfectly the company and since the implementation phase
concrete outcomes have been noticed that also ensured the sustainability of the
implemented recommendations.

10. [Rod Mendes]
Process Ownership
It was designated one manager who had the entire responsibility for the end-to-end process
this professional with a high level of respect within Waste Management it was an extremely
challenging to manage however this professional successfully gained consensus across
functional managers what confirms that the accountability and responsibilities of the process
were clearly and appropriately assigned.
Also known as process owner their activities were usually related to process improvement
as all the relevant documentation were correct, up to date and easy to be used specially by
the social media campaign implementation which demanded impeccable performance from
all involved collaborators. Evidently noticed at the junior staff and training and mentoring
program implementations two more important actions were very professionally performed
being the first the process promotion assuring the proper use of the process itself on the
second position comes the process performance management that was ensuring the
process were being managed according to its objectives.

11. [Rod Mendes]
Recommendations
The three ideas recommended then applied beyond the project implementation at Waste
Management brought expressive results and achieved the desired goal all of them became
part of the organisation strategy however some aspects out of scope certainly must be taken
in consideration for the future.
Some tasks that were identified as ‘out of scope’ in the project were around Leadership
programs so Waste Management will define new Leadership programs for managers more
often in the future. To develop this, they will meet with other companies with the same core
business and values to exchange experiences as well as conduct dialogue with suppliers in
order to create a possible partnership between parts are some recommendations that will
result in positive outcomes for the company if they work on it.

12. [Rod Mendes]
References
Jeston, J., & Nelis, J. (2014). Business Process Management. Devon: Routledge.