Operation & workflow

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Operation & workflow

  1. 1. Operations and practice workflow<br />
  2. 2. INTRO<br />
  3. 3. Growth: Top on Mind of CEOs<br />Source: Economist Intelligence Unit Survey – CEO Briefing – Corporate Priorities for 2006 and beyond<br />
  4. 4. Business Agility: New Competitive Edge<br /><ul><li>54% of executives said new business models will be greater source of competitive advantage than new product and services between now and 2010</li></ul>Source: Economist Intelligence Unit Survey<br />
  5. 5. New Business Model<br />“Strategy to Execution” Gap<br />Customers /Employees / Partners<br />IT Implementation<br />Cost<br />Time<br />
  6. 6. Hard times for Retail<br /><ul><li>High interest rates, low workers income make retail sales decline
  7. 7. Cost control and reduction became #1 issue</li></li></ul><li>Business operations & modeling<br />
  8. 8. What is Business Operation Modeling<br />Understand the Current Situation<br />-gather info 1st<br />
  9. 9. Forms &<br />Documents<br />Legacy<br />System<br />Problem to<br />be Solved<br />Current<br />Workflow<br />Customer’s<br />Expectation<br />Skills of Gathering Information<br /><ul><li>Gathering What?</li></ul>E.W.P.D.S.<br />
  10. 10. C.A.K.E.<br />Has Domain<br />Knowledge<br />Easy to<br />Communicate<br />Careful<br />Active<br />Skills of Gathering Information<br /><ul><li>Who is Qualified?</li></li></ul><li>Skills of Gathering Information<br /><ul><li>How to Gather?
  11. 11. Interviews
  12. 12. Survey
  13. 13. Document Review
  14. 14. Observation
  15. 15. Brainstorming</li></ul>O.B.S.I.D.<br />
  16. 16. Skills of Gathering Information<br /><ul><li>Interview
  17. 17. Before
  18. 18. Identify the Objectives
  19. 19. Schedule the Interview earlier
  20. 20. Identify the position & responsibilities of interviewees
  21. 21. During
  22. 22. Explain the objectives of interview
  23. 23. Record / Take notes during the interview
  24. 24. Don’t take more than 1 hour
  25. 25. After
  26. 26. Document all the relevant points that were gathered
  27. 27. Send the documentation to interviewee
  28. 28. Schedule another interview if it is needed.</li></li></ul><li>Skills of Gathering Information<br /><ul><li>Survey
  29. 29. Before
  30. 30. Prepare the questionnaire
  31. 31. Identify respondents
  32. 32. During
  33. 33. Explain the objectives of this survey
  34. 34. Distribute the questionnaire
  35. 35. After
  36. 36. Analyze respondent’s answers</li></li></ul><li>Skills of Gathering Information<br /><ul><li>Document Review
  37. 37. Before
  38. 38. Collect the following documents: Forms, Guidelines, Standard of Procedures (SOP), Rules, Policies…etc.
  39. 39. During
  40. 40. Analyze the documents and gather the facts
  41. 41. After
  42. 42. Document the result of review</li></li></ul><li>Skills of Gathering Information<br /><ul><li>Observation
  43. 43. Before
  44. 44. Identify the user areas and processes to be observed
  45. 45. Obtain the proper management approval to carry out the observation
  46. 46. Obtain the names and titles of the key people that involved in the observation
  47. 47. Explain the purpose of the study
  48. 48. During
  49. 49. Familiarize yourself with the workplace being observed
  50. 50. Not the current organizational groupings
  51. 51. Observe the current manual and facilities in use.
  52. 52. Get the frequencies of each job duty.
  53. 53. Don’t comment on customer’s mode of operation currently
  54. 54. Observe the normal business operations & exceptions
  55. 55. Thanks people after the observations are completed
  56. 56. After
  57. 57. Document the results
  58. 58. Consolidate the results
  59. 59. Review the consolidated results with individual observed their managers</li></li></ul><li>Skills of Gathering Information<br /><ul><li>Brain Storming
  60. 60. Before
  61. 61. Identify the objectives of brain storming meetings
  62. 62. Schedule the meeting and invite the relative persons
  63. 63. Prepare all the documentations for discussion
  64. 64. During
  65. 65. Explain the objectives of this meeting
  66. 66. Show & explain all the documents we have
  67. 67. Hold the meeting and don’t lose the focus
  68. 68. After
  69. 69. Document the results
  70. 70. Consolidate the results
  71. 71. Analyze the consolidate results</li></li></ul><li>Notation of Business Modeling<br /><ul><li>Types of Business Modeling Notation
  72. 72. Traditional Flow Chart
  73. 73. Total Quality Management (TQM) Diagram
  74. 74. Process Workflow Diagram
  75. 75. Data Flow Diagram (DFD)
  76. 76. Unify Modeling Language (UML)</li></li></ul><li>Notation of Business Modeling<br /><ul><li>UML in Business Modeling
  77. 77. Business Use Cases Diagram
  78. 78. Activity Diagram</li></li></ul><li>Notation of Business Modeling<br /><ul><li>Business Use Case Diagram
  79. 79. Example:</li></li></ul><li>Notation of Business Modeling<br /><ul><li>Activity Diagram
  80. 80. Example:</li></li></ul><li>Business Use Case Diagram<br /><ul><li>What to be modeled?
  81. 81. People (Customer, Staff)
  82. 82. Group of People (Organization)
  83. 83. Things (Objects, Forms, Facilities)
  84. 84. Process
  85. 85. How to model
  86. 86. People : Customer  Business Actor
  87. 87. People : Staff  Business Worker
  88. 88. Group  Organization Unit
  89. 89. Things  Business Entity
  90. 90. Process  Business Use Case</li></li></ul><li>Business<br />Actor<br />Business<br />Worker<br />Organization<br />Unit<br />Business<br />Entity<br />Business<br />Use Case<br />Business Use Case Diagram<br /><ul><li>Icons Introduction</li></li></ul><li>Business Use Case Diagram<br /><ul><li>Purpose
  91. 91. Present the Big Picture of workflow
  92. 92. Divide the workflow as smaller units(Divide & Conquer Technique)
  93. 93. “create project” is done by one personnel put to task or manager</li></li></ul><li>Business Use Case Diagram<br /><ul><li>Case Study (example of case)
  94. 94. “Mr. Delay Optical Company”
  95. 95. Core Business
  96. 96. Sells glasses/CL/Solutions/etc
  97. 97. Problems
  98. 98. Lack of better & faster way to accept the requests from customers, dispatch tasks, and monitor the status
  99. 99. Expectations
  100. 100. A project managing system, which is a web-based system that can accept the request from Internet, manage the tasks, and check status any time.</li></li></ul><li>Business Use Case Diagram<br /><ul><li>Interview with the Stakeholders
  101. 101. Customer will call/enquire Project Manager* (or other staff – thn it must be reportedbck/ company must have feedback mechanism between staffs)for new serv/products
  102. 102. Project Manager will create the project, and the tasks list of the project.
  103. 103. Then project manager will schedule the tasks and assign proper workers to finish the tasks of project
  104. 104. The workers should report the status to project manager.
  105. 105. The customer, project manager and the workers can check tasks status any time. How??</li></li></ul><li>Business Use Case Diagram<br /><ul><li>Results</li></li></ul><li>State<br />Activity<br />Start State<br />Object<br />General State<br />End State<br />Branch<br />Activity Diagram / Business Use Case Diagram<br /><ul><li>Purpose
  106. 106. To detail the flow of one business use case
  107. 107. Icons Introduction</li></li></ul><li>Conceptual Models<br /><ul><li>What is “Conceptual Models”
  108. 108. The model that illustrates meaningful concepts in a problem domain.
  109. 109. Provide a model to understand the problem domain quickly and easily</li></li></ul><li>Conceptual Models<br /><ul><li>Example</li></li></ul><li>Conceptual Models<br /><ul><li>Purpose
  110. 110. Provide a quick understand of the objects in the system
  111. 111. Note
  112. 112. Conceptual Model is a set of static structure diagrams in which no operations are defined
  113. 113. Conceptual Model is not formal constructive models
  114. 114. Conceptual Models can be done by Flow Analyst or System Analyst
  115. 115. Conceptual Model is not always required in developing cycle, it only needs when the concepts in the system are complex</li></li></ul><li>Summary<br /><ul><li>The way to gather the workflow
  116. 116. Interview
  117. 117. Survey
  118. 118. Document Review
  119. 119. Observation
  120. 120. Brain Storming
  121. 121. Business Use Case Diagrams
  122. 122. The diagrams to divide the workflow as smaller units for better analysis
  123. 123. Activity Diagrams
  124. 124. The diagrams to detail the workflow of one use case
  125. 125. Conceptual Models
  126. 126. The models providing quick understand of system vocabularies</li></li></ul><li>Workflow<br />Workflow is seen as the key<br /><ul><li>Can easily integrate every store and employee in standard, trustworthy business processes
  127. 127. Conciliates the autonomy needed by the stores with HQ control
  128. 128. Enforces business processes compliance
  129. 129. Automatic integration with existing enterprise applications</li></li></ul><li>Workflows Implemented<br />Retail-Specific<br /><ul><li>Goods Price Change
  130. 130. Adv. Approval
  131. 131. Customer Claim
  132. 132. Sales Campaign
  133. 133. Customer Feedback
  134. 134. Product Divergence
  135. 135. Supplies Budget Change
  136. 136. Supplier Info Change</li></ul>General/Administrative<br /><ul><li>Travel
  137. 137. Reimbursement
  138. 138. Cash Expenses
  139. 139. On Credit Expenses
  140. 140. Payment Requirement
  141. 141. Investment
  142. 142. IT Project Control</li></li></ul><li>Business Impact<br />Control of expenses and budget<br /><ul><li>Workflow assures proper expense approval and budget query/update
  143. 143. Related Workflows
  144. 144. Travel
  145. 145. Reimbursement
  146. 146. Cash Expenses
  147. 147. On Credit Expenses
  148. 148. Payment Requirement</li></li></ul><li>Business Impact<br /><ul><li>Process Agility
  149. 149. Communication between stores and HQ made fast and transparent
  150. 150. Task automation
  151. 151. Deadline control
  152. 152. Elimination of paper
  153. 153. Virtualization of work
  154. 154. Related to All Workflows</li></li></ul><li>Business Impact<br /><ul><li>Failure/Loss Elimination
  155. 155. Workflow enforces good practices and allows HQ supervision in near-real time
  156. 156. Related Workflows
  157. 157. Goods Price Change
  158. 158. Product Divergence
  159. 159. Advertisement Approval</li></li></ul><li>Business Impact<br /><ul><li>Better customer care
  160. 160. Workflow assures customer response in a structured and timely way
  161. 161. Improves the corporate image
  162. 162. Related Workflows
  163. 163. Customer Claim
  164. 164. Customer Feedback</li></li></ul><li>Approach<br />Redesign<br />Current <br />Business <br />Process<br />Technology <br />Redesigned <br />Process<br />Workflow Analyst<br />Users<br />Workflow/<br />Apps<br />Developer<br />Workflow Development<br />Automated <br />Process<br />
  165. 165. Existing IT Systems: Anchors to Change<br /><ul><li>Islands of information
  166. 166. Fragmented data
  167. 167. Inflexible architecture
  168. 168. Business process change takes years
  169. 169. ~92% of IT budget spent on maintenance and integration and not innovation</li></li></ul><li>Task automation<br /><ul><li>Replaces low-value human tasks by workflow functions
  170. 170. Example: automatedcustomerorder/request
  171. 171. Example: popular/mph</li></li></ul><li>Legacy systems integration<br /><ul><li>Automatesdata-entryoperations
  172. 172. Captures events to trigger workflows
  173. 173. Example: invoiceentry incomputer database</li></li></ul><li>Productivity-oriented Computer Software<br /><ul><li>Single screen presenting data from several systems
  174. 174. Complexity hidden from final user
  175. 175. Essential to improve decision-making tasks
  176. 176. Estimated 18,000-hour annual saving</li></li></ul><li>Summary<br /><ul><li>Workflow is a proven technology to speed business processes and reduce costs
  177. 177. Great benefits when process is redesigned
  178. 178. Workflow delivers a complete, scalable environment to build and run workflow</li>

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