The presentation covers: Identifying the unstructured processes in an organisation that would benefit from BPM; Recognising the benefits of including unstructured content into processes; Examining how to combine unstructured and structured content to deliver performance improvements. Presented by Dr. Michelle Booysen and Marietjie Lancaster at the BPM Summit 2009, in Johannesburg, South Africa

1. Exploring the potential role of unstructured
processes and content in BPM
Michélle Booysen & Marietjie Lancaster
Pétanque Business Specialists & SAPO
www.petanque-c.com

2. What we are talking about
Exploring the potential role of unstructured processes
and content in BPM
• Identifying the unstructured processes in an
1 organisation that would benefit from BPM
• Recognising the benefits of including unstructured
2 content into processes
• Examining how to combine unstructured and
structured content to deliver performance
3 improvements

3. Our presentation
Section 1:
Section 2: Petanque
The SAPO
Pointers Prize!
case study

4. Section 1:
SAPO Case Study

5. The Pétanque – SAPO
relationship

6. Building on results
Outcomes from 2007 and 2008 provided the following
benefits:
Buy-in from
executive level
motivated further
levels to embrace
process as one of
the tools to
effectively deliver
strategy Transparency
and role clarity
defined who
does what
(RACI)

7. Building on results

8. Building on results
Based on these benefits, VizPro® was to “tackle”
unstructured processes. § GM: Communication
§ GM: Marketing
GE Corporate Affairs
EXCO
CEO
Board
Environmental
Sustainability (Planet)
KPA
Performance Social Sustainability
§ BU Heads
Management (People)
§ Internal Stakeholders
KPA
§ Manager Web Master Corporate Economic Sustainability
Scorecard (Profit)
KPA
Number Of Featured
KPI Stories
KPI Number Of Top Stories
Government
Relations
KPI Reputation Drivers
Stakeholder

Against Forum Media Tracking
Objectives MI Surveys
Monitor,
Evaluate &
External? Execute The Plan
Report
Performance
Communication
Performance
Strategy Media
Tracking Reports
Executing the plans could Risk Action Plan
be through but is not Mitigation Surveys
limited to: Plan Media
Events Issue Analysis
Meetings / Road Management
Plan Benchmark
Shows
Media Relation
Campaigns And Stakeholder
Newsletters Management
Plan SM: Media § GE: BU’s
Extranet § Internal Stakeholders
Workshops Media Relations
Training Training Plan
Media BU
Case Studies Communication
Plans

9. The SAPO Case Study

10. BPM for SAPO...
… is defining and linking and managing processes
to achieve strategic goals, agreeing on what needs
to be done by whom throughout the enterprise within
governance, risk and performance management
structures.
10

11. Structured versus Unstructured
Structured Processes Unstructured Processes
• define the step by step of what • where human interface occurs
needs to be done • where “a plan needs to be
• works well in IT & QMS and made” based on the
Performance Measurement circumstance
environments
This means that unstructured
processes are often incorporated
into structured processes as
to have
It is common unstructured content
cesses
structured pro
that contain
content.
unstructured

12. Unstructured Processes
in an enterprise
– Why they are important?
• They deal with all sorts of realities which cannot be pre-defined
effectively due to infrequent occurrence for example
– Because they depend on the people who execute them, it is
important to know where these processes are in the enterprise and
how to resource them
– What are their characteristics?
• They link directly to the people who execute them
• They change when people leave the position
• They change when the environment changes
• They link directly to customers

13. SAPO Structured versus
Unstructured Processes
A. These are structured processes, but e.g. teller
personality, cultural differences, socio-economic
differences require different customer approaches,
resulting in unstructured processes.

14. What is a “branch” and the impact
on processes
Wupperthal

15. Aurora

16. Aurora

17. Hondeklipbaai

18. Nieuwoudtville

19. Canal Walk Cape Town

20. SAPO Structured versus
Unstructured Processes
In this example of Branch Management,
unstructured processes are included as
unstructured content in a structured process

21. SAPO Structured versus
Unstructured Processes
For armed robberies SOP:
• Hospitalise the injured person
• Refer affected people to trauma counseling /
medical practitioners
• Clean the branch
• Request Authority to close branch
• Arrange for employee/s substitute
This however NEVER comes in a standard &
structured way
= Unstructured content

22. When the crooks enter you do NOT adhere to the
process ….. you dodge the bullets ….it is NOT as if
you can ask the crook if you can get up to press the
panic button?!?!?!? Nor is there a policy on whom
to shoot, what they may steal etc…..
So SAPO has rather worked on risk managing the
occurrence of such unstructured processes by
mapping and implementing effective interfacing
security processes!

23. SAPO Structured versus
Unstructured Processes
B. Some structured processes remain unstructured:
• Has been applied over a long period of time, e.g. in
Retail, which are executed in a non-consistent, non
uniform, unstructured manner.
• Behavioural change and compliance enforcement are
needed.
• Through VizPro® behavioural change has been
addressed to an extent.

24. When unstructured cannot become
structured
1. Customer interface and service that deals with emotions
and capacity;
2. Trauma, e.g. armed robbery;
3. There is a need for individual interpretation of a situation.
This must be supported by effective processes that provide the
framework within which to execute, e.g. situation training.
For example: provide the framework for roll-out through “bullet”
notes that link to process steps.

25. Changing unstructured to structured
processes
An example: Investment Management
– Was fragmented and not holistic with many functional areas
involved and each did their own “thing”
– Reasons why it needed to become structured:
– time and resource usage improvement
– tight risk management needed to comply to governance
– There is now transparency, it is clear who does what, time frames
are agreed to in SLA format, risk is known and managed
– Approval reduced from 6 months to 1 month. Now complies to
governance structures e.g. FPMA act.

26. Section 2:
Pointers

27. Pointer 1
Identifying the unstructured processes in your
organisation that would benefit from BPM
Identify those processes where human intervention play a
bigger role than what the defined process and IT direct, i.e.
those processes where the people element determine the
outcome.

28. Pointer 2
Recognising the benefits of including unstructured
content into your processes
• Provides end to end accountability;
• Frees resources up;
• Deep dives into previously identified, but non-defined
processes with the benefits derived from going into the
details;
• Where the mapping team is diverse in background and
experience – more structured process steps might be ID
and buy in secured;
• Processes are constantly reviewed i.t.o process
enhancements;

29. • The process map now SHOWS duplication between
structured and self proclaimed unstructured processes;
• Where unstructured was changed to structured, it is the IT
system that carries the transaction forward NOT the paper
trail;
• Benefit: cost savings and better use of resources;
• Some processes will always be inefficient i.e. armed
robberies, burglaries, losses, damages etc.

30. Pointer 3
How to combine unstructured and structured content to
deliver performance improvements
• Unstructured processes are best managed if the structured
interfacing processes are defined and executed within a
performance framework;
• Structure what can be structured;
• Define the rules within which unstructured operate;
• Dismantle silo mentality and ensure that there is a clear
understanding of the bigger picture;
• Take lessons from unstructured process execution and
communicate them.

31. Wrap up
So, what is the potential role of unstructured processes
and content in BPM?
• Increasingly important due to greater human interface
(customer care/satisfaction/outside-in processes) in how
business will be conducted.
– e.g. Bank accounts for SASSA people, which has a number of social
elements attached. This causes for community interaction.
• Enterprising as a business approach NEEDS unstructured
processes to succeed.
• The current and future economic environment: unique
challenges causes employees to have to think
entrepreneurial, which needs unstructured processes within
frameworks of structure and compliance.

32. Section 3:
Prize!

33. Questions?
Thank You
www.petanque-c.com