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Alignment of Strategy and Process Governance: How the Brazilian Development Bank Integrated Managerial Practices to Sustain Growth in the Brazilian Economy

Rafael Paim – Enjourney & Pedro Iootty - BNDES - November|2013

2

Rafael Paim Enjourney Founder Partner

Pedro Iootty BNDES

Consulting and Education

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Presentation Design: the agenda

BNDES Process Management and Governance Implementation Roadmap

How BNDES Process Governance was aligned to Strategy

The Brazilian Market and BNDES Role in sustaining the growth of the Brazilian market

BNDES Process Management and Governance Framework

Contr

ole

e A

valiação R

econhecim

ento

Estratégias / Objetivos

Padrões e instrumentos

Papéis DA e NA governança

Divisão de tarefas de gestão de processos

Estrutura e critérios de escalonamento para decisão na governança

Premissas gerais de construção

The BNDES Operational Process Center of Competency Model applied and adapted to Brazilian and BNDES Culture

How the Change will move BNDES and the Brazilian Economy forward

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Alignment of Strategy and Process Governance: Concepts and Cases

Rafael Paim – Enjourney - November|2013

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Process-Oriented Management

Efficient Operations Effective Management

Source: Adapted from JESTON (2008)

Main Benefits of Process-Oriented Management

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High

Time

Low

Impact on Business

Value

Day-to-day Process Management

(Value-Oriented) Process Design

Development Time Elapsed Time

Source: BROCKE, RECKER & MENDLING (2010)

Benefits and Value of Process Design

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Improvement at

Process Management

Increase stakeholders

satisfaction

Reduction of expenses and custs

Increase profit and or Results

Improve the prepare and

integration of the workforce

High performance at process

management and process

improvement

Constant Organizational

development

Improve the coordenation and

integration between activities

and resources

Most efficient and effective

comunication inside and outside

the organization

Alignment and high

performance at process

execution

Higher alignment between the

levels of leadership

Support the unfolding of

strategies in the processes of

the organization

Adjustment and consistêncy of

indicators, controls and

avaliation

Reduction of the

“reworking” and increase the

productivity

Enjourney (2010)

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Time to Break Even Time in Value

Time to Market Time in Market

MORE

FLEXIBLE

$

Time

VALUE

COST

RETURN

The Case for Change: Creating Greater Value

Adapted from Burlton (2013)

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Time to Break Even Time in Value

Time to Market Time in Market

$

Time

VALUE

COST

RETURN

The Case for Change: Creating Greater Value

Adapted from Burlton (2013)

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Contextualising:

PROCESSES: not any, Not the functional

Process, specifically: Cross*

*Paim et al., 2009

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§  Kind of process that is necessarily accomplished by more than one organizational unit or department;

§  For example, the transversal process of

buying involves the stages of requiring, buying, paying, receiving, using and discarding;

§  Also named processes “from...until”,

“end-to-end”, “cross-process”.

Evento

Atividade

Evento

Atividade

Evento

Atividade

Evento

Main Idea: processes as tools of coordination; Coordination as the act or set of acts to deal or handle the interdependency of activities and resources, now and

forward.

Cross Process

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§  FOUR PROCESS, CROSSING FOUR UNITS

An Example: Independent Electric Power Operator (ONS)

Nor

mal

izat

ion

Pre-

oper

atio

n R

eal t

ime

Pos-

oper

atio

n

Centralized energy generation

Coordinated energy transportation

Transmission Lines Availability Management

Big Disturbs Management

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SUBTÍTULO

From formulating estrategy to evaluating

the business.

From demand to evaluating the

suppliers.

From planning the sales to

production demand.

From needing the business to the

quality of information

system.

From mineral exploration to

costumer’s evaluation.

From the delpoyment of the “5 years plan” to

evaluating the economic and

financial performance.

From planning the investments to evaluating its effectiveness.

From identifying opportunities to

evaluating process solutions and technology.

From understanding to balancing the interests of the involved parts.

Value Chain

From identifying to evaluating the effects on the

persons and on the environment.

From planning the human resources to evaluating the

performance of the workforce.

From identifying to evaluating the risks to the health and

security.

From structuring the management

model to evaluating the conformity and performance of

processes.

An Example: Samarco Mining Co.

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Contextualising:

PROCESS MANAGEMENT

Perform- well: tasks to think, act and learn about processes*

*adapted from Paim et al. 2009

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PO

PO

FPM Functional Process Management

FCCP Functional for cross-processes

POM Process Oriented Management

Responsable for the life cicle of process design (Development)

Office responsable for coordenating in the daily routine, has autonomy to

allocate the resources

Huge dificulty to coordenate the resources and activities of processes

Process Management Models

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Think about and Design the Processes

Manage processes in the daily routine

Promote Learning

1

2

3

Paim, 2007, Paim et al, 2009

Tasks of Process Management: What should the involved, including the leaderships, should be competent at

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§  Establish business strategy

§  Establish approach to change management

§  Ensure sponsorship

§  Prioritize processes

§  Choose tools (BPMS, i.e.)

§  Choose techniques for process management

Be competent at process design: Search for Improvements

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Be competent to Manage the daily routine

§  Implement new processes and changes

§  Promote the performance of processes

§  Follow the performance of processes

§  Control process execution

§  Perform changes and short-term adjusts

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§  accumulate information over time

about the performance of processes

§  Benchmark with internal and external

process

§  record performance issues and evaluate

the trajectory of process performance

§  record documentation related to processes such as policies,

procedures and other documents that prescribe how the work should be

done

Be competent to Promote Learning

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Why process governance is

needed?

Process Governance

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Process Governance is important…

to protect the stakeholders interest in process prosperity

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What are the key Process Governance concepts?

How to understand and make

practice viable?

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Defining Process Governance …

Set of definitions and guidelines to design, establish, evaluate and improve process management.

Process Governance

Guidelines

Process Management

Cross Process

Adapted from Paim et al, 2007,2009

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Process Governance x Process Management: clarifying doubts...

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Process Governance

Process Governance : The Fit with other concepts

Business Strategy

Process Management

Cross Processes

§  acts in order to fulfil the void between strategy conception and execution; and

§  enables the fit or alignment among stakeholders in order to increase process management positive results and avoid the negative ones.

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Process Governance Framework

Source: Enjourney, 2010

Co

ntro

l and

Eva

luat

ion

Rew

ard and Recognition Strategy/ Objectives

Patterns and Instruments

Roles of and in governance

Responsibilities allocation

Decision, sponsorship and escalation

structure

General design premises

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An example...

Eletrobras

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GOAL

To contribute to generating sustainable results for Eletrobras enterprises, fostering integration among process initiatives and alignment with business objectives.

IMPACTING FACTORS

Factors that drive or

hinder Process Governance in

attaining its stated goal and are thus

essential to constructing such

governance.

PROCESS MATURITY

TRAINING

POLICIES AND GUIDELINES

VALUE CHAIN

ORGANIZATION STRATEGY

MANAGING CHANGE

TECHNOLOGY

SECTOR WHERE FIRM OPERATES

POWER STRUCTURE

GOALS OF GOVERNANC

E

§  Economically profitable §  Environmentally compa2ble §  Socially just.

Goal of Process Governance vs. Impacting Factors

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Eletrobras Governance and Process-Oriented Management Framework

Com

mitt

ees

Ele

trobr

as E

nter

pris

es

Pro

cess

Offi

ce

Pro

cess

Offi

ce

METHODOLOGIES

Priori:za:on of process projects

Func

tiona

l Man

ager

PROCESS-‐ORIENTED MANAGEMENT

BUSINESS PROCESSES

PROCESS GOVERNANCE

Value Chain

INSTRUMENTS

STRUCTURAL RELATIONS

POLÍCIES AND GUIDELINES

EVALUATION AND CONTROL

MECHANISMS

ROLES AND REPONSIBILITI

ES

GOAL OF GOVERNANC

E

TOOLS

BY-PROCESS MANAGEMENT

GOALS PROCESS ARCHITECTUR

E

INDICATORS NORMATIVE INSTRUMENTS

Pro

cess

Lea

der

Day-‐to-‐day Management

Inducing Improvement

Stra

tegy

For

mul

atio

n

Process Improvement

Introduc:on Process Design

Learning

Learning

Learning

Source: Eletrobras team, Governance Group, GIP Training 2010-1

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Results in Practice

Applying Lean Philosophy on processes improvement

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How does it work? Principles of Lean are fully valid for knowledge intense environment as well

Principles of Lean

▪  Elimination of all unnecessary non-value added activities (waste, variability, and rigidity)

▪  Optimization of Operating Procedure, Management Systems and Mindsets & Behaviors

▪  Strong emphasis on continuous improvement mindset

▪  Simultaneous improvement of productivity, quality, risk, and satisfaction by attacking root causes

▪  Learn-by-doing approach (through

sequenced pilots) to performance improvement and capability-building

Before

After

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Embraer – Fort Lauderdale

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Customer Services

Warehouse operations

Repair Management

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35

Agenda

Context – AGIR Project

Brazilian Development Bank

Corpora?ve Indicator – Process Management Maturity

Process Governance Corpora?ve Project

Results

BNDES Highlights

§  Founded on June 20th, 1952

§  100% state-owned company under private law

§  Key instrument for implementation of Federal Government’s industrial

and infrastructure policies

§  Main provider of long-term financing in Brazil

§  Emphasis on financing investment projects

§  Support to micro, small and medium-sized companies

§  Support to Export and Internacionalization of Brazilian companies

Infrastructure

Heavy Industry – Consumer Goods

Technologic Development

Time Line

Imports Substitution

Energy

Agribusiness

Exports

Privatization Program

Urban and Social Development

Social Inclusion

Innovation

Sustainability

Small Business

50’s 60’s 70’s 80’s 90’s 00’s Today

Montevideo Office

BNDES Limited

Rio de Janeiro

Brasília

Recife

São Paulo

2.668 employees August, 2013

BNDES - Headquarters & Offices

Offices

Subsidiary

How we work

ENTERPRISE

Accredited

Financial Institution

ENTERPRISE

Information & Relationship

Direct Operations Companies financed directly by

BNDES

Indirect Operations Companies financed through

an accredited financial institution

Direct Operations

Power Plants Oil Rigs

Arenas Industries

FINEM – Examples:

Indirect Operations

Construction

Exports

Agriculture

Vehicles

Machinery and Equipment

Annual Disbursements

Converted to US dollar on the disbursement dates

Average growth of 22% in disbursements during the 2008 – 2012 period

35,1 40,0 47,1 52,3 64,9

92,2

137,4

168,4

139,7 155,9

78,7 82,3 96,3

71,6

49,8 34,0

24,1 19,8 13,8 11,7

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

R$ Billion US$ Billion

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Agenda





Results

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Historic Context – AGIR Project

“As Is “ mapping

Diagnosis

Requirement Iden?fica?on and Concept Models

Future Vision Concept Design

Mapping – understanding the context

Future Processes Design and Impact Analysis

2005 ?ll

2009 Stage 1

ERP Implementa?on (PAM)

Applica?on Development Program (PAD)

New Processes Implementa?on

Process Management and Governance

2010 ?ll

Now Stage 2

45


Diagnosis









2005 ?ll

2009

2010 ?ll

Now

Stage 1

Stage 2


46

// 46

Innova?on

Measurement Efficiency

accountability Value Genera?on

Simplicity

Process Excellence Principles

reliability

Integra?on IT Support

The Process oriented management seeks the process excellence through the following elements:

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Diagnosis









2005 ?ll

2009

2010 ?ll

Now

Stage 1

Stage 2


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Process Vision

PI03 -‐ Au

dit, Internal Con

trols a

nd Ope

ra?o

nal R

isk Man

agem

ent

PI05 -‐ Produ

cts D

evelop

men

t and

Man

agem

ent

PI04

-‐ Kno

wledge man

agem

ent, Stud

ies a

nd In

ternal Com

mun

ica?

on

PI02 -‐ Official acts m

anagem

ent, Stan

dard Con

tract D

rabs a

nd M

odel Processes

4. In

tegra?

on Pladorm

1. Rela?onship Pladorm

Analyze Consults and Opera?ons Contract Opera?ons Liberate Resources Concession Support

PAN03 – Statutory Funds Management PAN04 – Charging and Credit Recovery

PAN06 – Property and Titles Evalua?on -‐ Insurance Regularity Verifica?on

PAN08 – Informa?on Receiving and e Time Control PAN07 – Financial Support Follow Up

PAN02 – Funding Management

2. Business Pladorm Business

Business Suppport

PSC05 – Human Resources PSC04 – Juridical

PSC06 – Administra?on

PSC02 – Accountancy PSC01 – Costs and Budget

3. Shared Services Pladorm

PN01 – Financial Support Concession

PAN05 – Credit Risk Management

PI06

-‐ IT

PI01 – Plann

ing an

d man

agem

ent sup

port

PN05 – Stock Market Opera?ons

PR01 – Channel administra?on PR02 – External Ins?tu?onal Communica?on PR03 – Fomenta?on

PN07 – Public Private Partnership Structura?on

PSC03 – Financial

PAN01 – En?ty Database Management

Development

Large scale development

ERP

Reference (IT):

AGR purchase

Others purchase

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Diagnosis









2005 ?ll

2009

2010 ?ll

Now

Stage 1

Stage 2


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Aber Implanta?on Implanta?on Construc?on Analysis & Defini?on

Process Implanta?on Methodology

Define governance and elaborate detailed process implanta?on plan.

Analyze, review, detail and define all

the elements required to process

opera?on.

Construct the elements required to process opera?on.

Start process opera?on and define elements required to

the process management.

Support process management and

opera?on.

Group of integrated ac?ons needed to start execu?ng new processes. Involves ac?ons in process, people and technology dimensions.

Planning Before Implanta?on

Seek sponsorship and Define the strategy

to process implanta?on.

51


Diagnosis









2005 ?ll

2009

2010 ?ll

Now

Stage 1

Stage 2


52

Secondary Diagnosis and Concerns

§  Iden?fied needs:

§  Integra5on;

§  A8en5on to the processes vision;

§  Behavior change across the organiza5on;

§  increase engagement in some departments;

§  Decrease process theme unique associa5on to IT.

§  Efficiency , Efficacy and e Effec5veness;

§  Performance Indicators;

§  Process Governance;

§  Process Owners.

§  Guidelines:

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Strategic Alignment

To promote best prac?ces of corpora?ve

management and integra?on

Process Governance Process Management Maturity level

Strategic Objec?ve Corpora?ve Project Associated to the

Objec?ve Strategic Indicator

Aprendizado e

Competências

Processos

Internos

Sustentabilidade

Financeira

Desenvolvimento

Sustentável e

Competitivo

Perspectiva Objetivos Corporativos

Expandir investimentos em infraestrutura

Induzir o fortalecimento da competitividade das empresas

brasileiras

Contribuir para a inclusão social e produtiva

Fortalecer a estrutura patrimonial

Diversificar e integrar produtos financeiros

Aperfeiçoar a gestão de riscos e retorno

Promover o desenvolvimento profissional e pessoal dos

empregados

Propiciar um ambiente organizacional que estimule a

inovação

Fomentar a inovação, a sustentabilidade socioambiental e o desenvolvimento regional

Fortalecer a imagem e a presença do BNDES perante seus principais interlocutores e

a sociedade em geral

Promover melhores práticas de gestão e integração corporativa

Valorizar a gestão de pessoal com pactuação de resultado e avaliação de desempenho

BNDES 2012 BSC

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Process Management Maturity – Referen?al

Visited in Oct 8 2013: hTp://www.solitaireconsul:ng.com/Blog/?p=330

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The Process Management Path

Process Improvement Cycles supported by integra:on mechanisms.

Management Mee?ngs Rou?ne supported by system tools.

Performance Indicators defined, classified and periodically measured.

Governance and Management Structure (process-‐oriented) defined, prepared and responsible for decisions.

Process Owners defined, trained and with established rights and du:es.

Macro processes and Processes mapped, related to func:onal structures and with defined objec:ves


Enable the execu?on of each step on each BNDES process.

Process Management Maturity Level Indicator

Measure the evolu?on of each BNDES process on each step.

56








57

Process Owners Responsabili?es

Monitor and Report Performance

Iden?fy and deal with Demands

Co-‐ordinate Improvement Efforts 1

2

3

58








59

Level 4 Macro process

Level 2 Sub process

Level 3 Process

§ Process Managers § Process Leaders § Process Experts (on demand) §  Impacted Process Managers (on demand)

§ Macro process manager § Process manager §  Impacted Process managers (on demand)

Bimonthly

Weekly (informal mee5ng)

Monthly Process Mee?ng

(Department mee:ngs)

Macro process Mee?ng

(Area mee:ngs, others commiTee)

Level Mee?ng Par?cipants Recommended Periodicity

Formal Mee?ng (Synergy)

Level 1 Ac?vi?es and

Tasks

§ Process Leaders § Process Experts §  Impacted Process Leaders (on demand)

§ Others stakeholders (on demand)

N/A

Sub process Mee?ng

(Local func:onal mee:ngs)

Superintendent (Macro process manager)

Manager or Coordinator (Process leader)

Department Chief (Process manager)

Technician (Process expert)

Responsible (Role in the Process Management)

N/A

(Process opera:on) § N/A Im

proving Ini?a?

ves, In

ova?

on, Ind

icator re

ports a

nd dead-‐locks

Decision

s, Resou

rces, Spo

nsorship, G

uide

lines and

Coo

rdina?

on

Level 5 Pladorm

§ Directory § Macro process managers §  Impacted process managers (on demand)

Quarterly

Planning Commimee or

ROD (Board Mee:ng with Sups.)

Directors and Superintendents

Process Governance and Management Dynamics

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61

Process Oriented Management Elements

Level 4 Macro process

manager (Superintendent)

To sponsor To charge To decide Between Areas To Par?cipate (on demand)

To Approve (if applicable)

To Approve (if applicable)

Level 3 Process manager (Department chief)

To assure To follow To decide or scale Between Departments To Lead To Priori?ze and

Plan To Define

Level 2 Process leader (Manager or Coordinator)

To monitor and coordinate To measure To iden?fy and

organize Between Local Managers

To Prepare and Par?cipate To Coordinate

To Iden?fy and Coordinate the

Update

Level 1 Process Expert (Technician)

To operate To know To iden?fy Informal Par?cipate (on demand) To Execute To Update

Governance Execu?on

Indicators and Performance

Ques?ons or Problems

Ar?cula?on (Networking)

Mee?ngs and Interac?ons

Ac?ons and Improving Cycles

Roles and Documenta?on

Coordinate Improvement Efforts Iden?fy and Treat Ques?ons Monitor and Report Performance

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Agenda





Results

63

Processes Units envolved

IT ATI

Costs and Budget AP

Accountancy AF

Financial AF

Juridical AJ

Human Resources ARH

Administration AA

Auditing AT

Internal Controls AGR

Operational Risk AGR

Planning AP

Management Support AP and GP

Financial Support Concession -‐ Stage 1 AO´s and AP

Entity Database AC and AP

Follow up AO´s

Credit Risk AC

Product Development AP

Financial Support Concession -‐ Stage 2 AO´s

Charging and Credit Recovery AC, AF e AJ

External Institutional Communication GP

Internal Communication GP

Evaluate Property and Warranties AC

Stock Market Operations AMC and ACE

Financial Support Concession -‐ Stage 3 AO´s

Funding AF e AINT

Statutory Funds Management AF, AC and AMAFinancial Obligation Management AF

Processes, Polítics and Standards AGIR and AJ

Another processes ?

2013 2014 2015 2016

Corpora?ve Project Chronogram

Process defined

Manager defined and

trained Governance

defined Indicator

defined and measured

Mee?ng rou?ne

established Improvement cycle realized

Group

1

Group

2

Group

3

64

Process Governance and Project Governance

Time

Effort Project Governance Process Governance

The processes being implemented can use the project governance as the future process governance.

65

Agenda





Results

66

Units (Macro processes) Number of Macro processes

ATI (IT) 1

AP (Budget, Planning, Database, Product, Financial Support Concession) 5

AF (Accountancy, Financial) 2

AJ (Juridical) 1

ARH (Human Resources) 1

AA (Administration) 1

AT (Auditing) 1

AGR (Internal Controls, Operational Risks) 2

GP (Management Support) 1

AC (Entidades Database, Credit RisK) 3

AI (Financial Support Concession and Follow up) 2

AIB (Financial Support Concession and Follow up) 2AIE (Financial Support Concession and Follow up) 2

AS (Financial Support Concession and Follow up) 2

AMA (Financial Support Concession and Follow up) 2

AEP (to be chosen) 1

APE (to be chosen) 1

AINT (to be chosen) 1

AOI (to be chosen) 1

AEX (to be chosen) 1

AGRIS (to be chosen) 1

AGIR (to be chosen) 1

AMC (to be chosen) 1

ACE (to be chosen) 1

2013 2014

Corpora?ve Indicator Chronogram (2013-‐2014 Cycle)

Process defined

Manager defined and

trained Governance

defined Indicator

defined and measured

Mee?ng rou?ne

established Improvement cycle realized

67

Calcula?ng the Indicator Results

Stage Item Evidence %

Process Improvement Cycles

Improvements implemented with proven results Improvement cycle results report filled (referring to process indicators that proves the improvement) 10

Improving cycle started Improvement cycle planning report filled 10

Management Mee?ngs Rou?ne

3 process management mee?ngs – organized by the process owner Mee?ng reports filled 10

First process management mee?ng – organized by Process Office Mee?ng report filled 10

Performance Indicators

Process Performance Indicator – first automated measurement System screen containing indicator automated measure 5

Process Performance Indicator – first measurement, even not automated Indicator results presented in process management mee?ng 5

Process Performance Indicator defined Indicator record filled 10

Governance and Management Structure Decision-‐making structure defined (Governance)

Process management summary report filled or official document containing the formaliza?on of process

governance structure 20

Process Owner Process Owner Trained Presence list of process management training 10

Process Owner Defined Process management summary report filled 10

Process Process defini?on (only for areas not yet directly involved in AGIR Project) Document containing the process map (in high level). 0

68

Agenda





Results

69

Results ?ll now....

70

Governance Project – Updated Results

§  Higher sense of ownership;

§  90 Process owners defined and trained;

§  90 Process with governance structures defined;

§  80 Process indicators defined;

§  65 Process indicators being measured and monitored;

§  Process management concepts disseminated.

71

Governance Project – Updated Results

§  Time taken for core process reduced 15%;

§  New process of client approach defined;

§  Streamlined the chain of command;

§  Reduc5on of expenses and costs of Charging Process.

72

Final Message

The journey is long...

Insist, Persist and Don’t give up.

73

A summary to remember

§  Cross-processes offer the greatest opportunities;

§  Management is concept and practice, science and empirical discovery;

§  Process management

§  Is the model functional, functional for cross-processes or (rarely) pure process?

§  The “process management tasks” are: thinking-designing, acting (in a day-to-day basis) and learning. Be competent at them.

§  Process governance

§  Managing or organizing, and steering, process management to align and maximize results for the BUSINESS (and not just models, flows, disputes)

§  Cases and benchmarking can generate learning and create results

74

§  PAIM, R., CAULLIRAUX, H., CARDOSO, V. & CLEMENTE, R. “Process Management: think, act e learn.” Bookman., 2009. (in Portuguese)

§  Antonucci, Y. Business Process Management Curriculum, in (Brocke & Rosemann et al, Business Process Management Handbook. V. II. 2009.

§  PAIM, R. PINHO, B., FAGUNDES,M. & FLEXA, R., “Process Governance - definitions, framework” www.bptrends.com Accessed in 09/08/2012

§  PAIM, R. PINHO, B., FAGUNDES,M. & FLEXA, R., “Process Governance – elements and implementation”. www.bptrends.com Accessed in 09/08/2012

§  BURLTON, Roger T. Business Process Management: profiting from process, Sams, Indiana, 2001.

§  HARMON, P. Business Process Change: A Manager’s Guide to Improving, Redesigning, and Automating Processes, Morgan Kaufmann, San Francisco, 2003.

§  JESTON, J. & NELIS, J. Business Process Management, practical guidelines to successful implementations., Butterworth-Heinemann-Elsevier, Oxford, 2006.

References

75

Ques:ons

76

// 76

76

E-‐mail: [email protected]

77

www.enjourney.com.br

Rafael Paim [email protected]

São Paulo Alameda Santos, 905 - Conjuntos 71 e 72 Ed. Santos Dumont Cerqueira César, São Paulo / SP SP +55 11 3285-5634

Thank you!

Rio de Janeiro Av. Nilo Peçanha, 50/2701 Ed. De Paoli Centro – Rio de Janeiro, RJ RJ +55 21 2215-9629

Unidade Rio Grande do Sul Rua Engenheiro Afonso Cavalcanti, 54 Bela Vista, Porto Alegre - RS Tel/Phone.: +55 51 3024.5536

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Buffer:

to be used if we have time

79

An example...

Petrobras

80

The structuring of a logistics integrated system , focused in day to day management

81

Monitoring

Command and control

Coordina:on

Situa:on Room

Interfaces presence

Support

Layout proposal

82

Layout proposal

83

Layout proposal

84

Positions acting over different and integrated cross processes

Value Chain

Cross Processes

Sub processes

Activities Flows

Decision Groups (Committee) Sponsors

Process Office, Cross Processes Managers, Process Office Manager,

Process (Design,) Project Manager

Cross Process Analysts Implementation Groups

Executors, Doers

85

Cross Process Manager

Take part i

n

process des

ign

Iden:fy Op

portuni:es

for Improve

ments

86

Case – Toyota Parts Centre (Portugal)

87

Distribu:on of parts for 13 countries

117 points of daily delivery

59.000 products stocked (Total of 1,3 Millon Euro)

Case – Toyota Parts Centre (Portugal)

88

Kaizen: 1.293 m2 of new free space

2005 2011 (after kaizen) Service Index 94,0 95,8 Wrong Delivery (parts / million) 207 49 Broken parts (delivery) 218 65 Lines delivered / hour 41,8 59,7

89

Daily meetings to analyze KPIs

90

Better use of the internal spaces of the boxes

91

Case – Espírito Santo Bank

92

Case – Espírito Santo Bank

Largest Portuguese bank, considering market capitalization (2b Euro at 31/7/2012);

5th largest investment bank in the world (81,3b Euro at 3/2012)

2,2 millions clients only in Portugal

9.800 employees

93

Case – Espírito Santo Bank Strong Internacional Presence

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Implementing Lean

Improving the team management processes: •  Alignment with best management practices; •  Standardization of management processes; •  Introduction of metrics management; •  Creating a management mindset.

How to increase the IT Team

productivity?

“Make the managers better managers” “One project do not get 3 months delayed in only one day”

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Resource pools

App A

App B

App C

App D

App E

App F

App A

App B

App C

App D

App E

App F

Pool 1

Pool 2

Pool 3 Functional Analysts

SPOC Single Point of Contact

Technical Analyst

Functional Analyst

Analyst dedicated to support and maintenance

Creation of resource pools with more transversal competences. Buffer for unplanned tasks. Planning is done for the pools and not for individual resources.

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Whiteboard

Tasks (help, park, done) Other Tasks Main Tasks,, by

day and resource

Pools e resources

Days of the Week

KPIs

Issues

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KPI Before Now Burn-up (% of main tasks completed) 50 - 60% 85 - 90%

Main Tasks (% of main task on total planned tasks)

85% 85%

Non-planned tasks (% of total tasks) 30 - 40% 5 - 10% Difference between buffer and non-planned work

-10 a +10% < 5%

Execution efficience (# hours executed x planned to completed tasks)

80 - 120% ~95%

Capacity (% hours planned x executed) ~100% ~100%

KPIs evolution

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Prizes

One of the largest and deepest implementa:ons of Lean IT in Western Europe

Alignment of Strategy and Process Governance - BBC · Alignment of Strategy and Process Governance:...

Documents

Transcript of Alignment of Strategy and Process Governance - BBC · Alignment of Strategy and Process Governance:...