Workflow planning maps out the steps to achieve objectives derived from a firm's strategy. It is important to set deadlines and have an adaptive process that monitors, measures, and assigns a leader for accountability. The process should seek client information, communicate task status, document changes, and store results to improve delegation, relationships, work measurement, communication, and value. Process management involves planning and coordinating work steps with a planner generating process definitions and a coordinator scheduling work. An overall system formally describes activities, participants, and tools needed.

1. *
By James O’Brien

2. *
* Define Work Flow Planning
* Discuss its sub-systems
* Benefits achieved
* Kepler Scientific Work Flow System
* Conclusions

3. * Workflow Planning maps out the steps needed
to successfully achieve a specific or continuous
objective, derived from a firm’s strategy.
* Important to set deadlines
*

4. *
* Work Flow documentation always changes, and
therefore, need to be adaptive
Monitoring
Measuring
* Technology helps to measure the process
* Important to assign a designated leader to manage
the process & be accountable

5. *
* Process should seek & store information
obtained from clients to keep up to date
* Communicate when tasks are completed or not
to establish clarity
* Document & inform changes within process
* Results;
Improve ability to delegate
Strengthen client relationships
Help measure work
Enhance staff communication
Increase value of practice

6. *
* Two Tasks in Process Management
Planning of a process
Coordination of a process
* A Planner generates a process definition
* A Coordinator schedules the work steps
* Overall system is the formal description of the
activities, the participants and the tools
needed.

7. * Organisational Strategy
Planning
J.I.T
Operations HR
Work Systems
Partnerships
I.C.T
Kepler System
*

8. *
* Involves – Integrating
- Complementing
a set of programmes and policies for managing
people
to achieve strategic goals & objectives

9. *
* Overall Planning should be coordinated with all key
actors to ensure
- Clarity within Organisation
- Asset utilisation

10. *
* Prevent Over & Under- Staffing
* Ensure the org. has right people, with right
skills in right places at the right time
* Ensure Org. is responsive to change
* Provide direction to all HR activities & systems
* Unite the perspectives of line & staff managers

11. *
* Overstaffing - increase costs + inefficiencies
* Understaffing – reduce revenue
* Right Employees – productivity gains
* Responsiveness – Reduce risk exposure
- BUT, have to speculate
* Direction – provides clarity of systems
* Unite – integrates key components for success

12. *
* Assigning & Designing specific tasks
* Ensure
- employees not overwhelmed
- are motivated & productive
* Need to assess skills, knowledge & ability

13. *
* Job specialisation important
– cost minimization
- improved efficiencies
* Job rotation – motivation
- flexibility

14. *
* Partnerships: - Cooperation
- Coordination
- Collaboration
* I-Shaped to T-Shaped People:

15. *

16. *
* Japanese Approach Post-WWII
Maximise use of people
Simplify first, add technology second
Minimise waste
* Lean Production
Doing more with less

17. *
* Improved Service Quality
* Lower Costs
* Increased Productivity
* Greater Flexibility

18. *
* Software system for designing, executing, reusing,
evolving, archiving and sharing workflows
* Models the flow from one step to another in a series
of computations that achieve a specific goal
* Example
– Invoice automation
Invoice imaging or electronic invoicing or both
* Benefits
Reduces costs

19. *
* An integrated approach essential to achieve
success
* Cost & Risk Minimization
* Increased Productivity & Efficiencies
* Improved workforce communication
* Client Satisfaction

20. *Questions?