Applying Process Management in Port Understand the Basics
Transcript of Applying Process Management in Port Understand the Basics
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Dr. Phanthian Zuesongdham
Maritime Logistics Module:
Port Financing and Management,
Services in Port
Applying Process Management in PortManagement Understand the basics
05 February 2013
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Definition of Process and defining process scope
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The important questions:
Definition of process objectives: What goals
does the process should acheive?
Main process steps: What are the important steps
of the process, which leads it towards its goals?
Added-Value:Why do we need this process?
What kind of value does it bring to the
organisation?
Start of process: What triggers the process?
Time / Condition / Specific Information oraction
End of process: What is the last activity of the
process?
Sub-Process:Does any main process need more
details? If yes, make it as a sub-process.
Frequently defining process scope is the most important step of a successful process modelling
Added
Value
Process
Start
Process
End
Sub-Process
Main Process
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Process and its components (example: application management)
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Job-Ads is
published
Confirm the
submission of
theapplications
Evaluate the
applications
Sendrejection to
applicans
Invite
applicants
Conduct job
interview
Send
employment
contract
Applicant
is
employed
Main process
Contact
applicants
Coordinate
appointment
with all
involved
parties
Reserve
room for
interview
Sendconfirmation
of interview
appointment
Sub-process
Activity (the most granular level of a process)
Start
EndEnd
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Process management
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What you cannot measure, you can not manage - What you cannot manage, you cannot control and steer it!
Advantages of process management:
Transparency of processes and reduction of complexity
Improved communication
Interoperability, integration and harmonisation of process and IT-systems (Information flow)
Increases of effectiveness and efficiency
Ability for planning
Ability to evaluate, control and steer the process optimisation
Enhancement of process orchestration (Smooth flow of activities, process coordination, task
division ensured)
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Process Management and its relation to other corporate components
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Strategic Development
Operational
Level
Management
Level
Strategic Level
Process Management
Workflow Management
Definition of
Process Scope Process Modelling Process Execution
Workflow modelling Workflow Execution Process Monitoring
Software Application
Design Organisation Design
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Roles in Process Management
Name of Role Description of Tasks
Process owner Set up scope, resources, time frame, objectives and contrains of the process
Responsible for a process set / area
Control, communicate and coordinate process manager / coordinator
Process manager /
coordinator
Plan, monitor, control the process execution / implementation on daily operation
Responsible for documentation, validation, updating of a process, report to process owner
Optimise the process and improve efficiency and effectiveness of process continuously
Process consultant /
coach
Coaching, training, guiding and facilitating interdepartmental co-operation
Enabling the capablity of other roles in process management to properly perform their tasks
(Knowledge transfer on techniques and methodology, mentoring)
Process designer Design process sequences keeping in mind of other organisational and technical interfaces
involved in the process
Redesign on the process by using information from process manager or others
Process executor Execute / practice process according to process documentation
Provide feedback on process
Collect information and being the source of information for process reporting
Chief Process Officer
(CPO)
Control the process owner to be inline with company strategies, report directly to CEO
Responsible for process orchestration, develop strategies and implementation plan on process
management
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Process documentation
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Presentations of described process could be done in different ways. The most popular ones include: Process landscape,
process description and process model
Process landscape and Co.
Process landscape Process description Process Model
Giving overview of the whole processchain in an organisation
Serving as a guideline for processexecution
Serving as a look up of process details
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Various process views
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Real horse
Process model Reduction of reality
with a specific purpose
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How to describe a process?
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There are many possibilities to describe a process.
Visual description with diagramm, pictures, video,
etc.
Textual description
Process modelling tools:
Paper and pencil
Whiteboard, post-it, cardboards
Editable patterns or shapes
Process modelling softwareVideo camera
Recording programm
Forms
Lets start with paper and pencil!
http://www.youtube.com/watch?v=lEuVHafQddA&NR=1
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Process Attributes
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Possible process attributes
Inputs /Outputs Added-Value in the value chain
Role Business Rules
Data / Information / Document / System Probability
Processing time Edle time
Performance indicator Target value of performance
Risks Costs (direct and indirect)
Process methods Qualification of personnel required
To support on structure, analysis and management of processes
*Quelle: EABPM 2009, pp.57-58.
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Standards to be defined for process management systemWhy do we need them?
Standards
Facilitate the unity of implementation of process management within an enterprise and enhance the common
understanding between the involved parties Standards could include:
1. Business / Enterprise Architecture and IT Architecture
2. Process modelling language Process language (also called process notation)
3. Process modelling software
4. Process Maturity Model (to monitor and evaluate the progress of process management implementation)
ProcessesBusiness/Enterprise
Architectu
re
IT
Archtechture
Corporate goals
Common Language
(Modellig language)Standard tools
(Software, Checklist)
Measuring progress
(Maturity Model)
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Continuous Improvement Process
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Define the
objectives ofprocessmanagement
Define the
objectives ofprocessmanagement
Define the processto be investigatedDefine the processto be investigated
Capture As-Is-Process
Capture As-Is-Process
Analyse As-Is-Process
Analyse As-Is-Process
Design To-Be-Process
Design To-Be-Process
Validate To-Be-Process
Validate To-Be-Process
Implement andMonitor ProcessImplement and
Monitor Process
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Process Analysis the aspects
Make sure that the process objectives are clear and understood by everyone involved in
the processes
It is important to investigate the variety and deviation of the process executed in the reality
in comparison to what was document.
It is important to know, how often the process is executed, if there are varieties of theprocess and how often these varieties take place.
It is important that all involved parties / interfaces play the role in the process and how.
It is important to know which failure occur in the process and how often it happens
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Process Analysis contents and techniques
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Process analysis is a neutral capturing,
documentation and investigation of a as-is-process
or situation.
The level of goal achievement and expected result
is to be evaluated.
Presence and future are observed:
Problems in processare to be investigated,
evaluated and the solutions are to be defined.
Strengths, weaknesses, chances and risks
are to be identified
Room for improvement will be identified and
discussed.
Process analysis is an important instrument for the
continuous improvement.
Content of process analysis Analysis Techniques
Process
pattern
analysis
Decision
analysis
Distributionanalysis
Causal / Root
cause analyis
Sensitivityanalysis
Risk
analysis
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Increasing efficiency Identification of a consequence of
a decision
Increasing ability on identifying a
specific occurrence
Techniques for process analysis (1/2)
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Identify of process patterns, which
could be integrated or grouped to
another process
Identification of duplication of
activities and systems in a process
Process Pattern Analysis Decision Analysis Distribution Analysis
Understanding for the reasons of
development of a process
Support on development of a new
process
Decrease decision making activity
which is not relevant or value-
added to a process.
Comparision of data containing the
same characteristics
Visualisation of distribution of the
data sets
Forecast of the probability of a
specific condition / occurence
1 2 3
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Reduction on repetition of failures Promoting more understanding on
process quality
Minimise the consequences of r isk
of a process
Techniques for process analysis (2/2)
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Post-identifcation of a cause for a
specific situation
Certains step to follow:
Data collection,
Data evaluation
Analysis on cause-impact-relationship (in a diagram)
Causal / Root Cause Analysis Sensitivity Analysis Risk Analysis
Investigation of consequences
causing by changes of process
parameter or process steps
Remission of modifiability of a
process
Identifcation of diversification in a
process caused by different
parameters in the process
Observation of all relevant
influences and risks of a process
Risk identification
Risk assessment
Risk management
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Examples of questions for process analysis
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How was the process assessed as a whole?
How efficient / how effective is your process?
Understandingprocess
environment
KeyPerformance
Indicator (KPI)
Interaction withCustomers
Interfaces
Prerequisite /General
conditions
Human /Personnel
Bottlenecks
What should be achieved by the process?
What added value is to be achieved?
How can the process effectiveness and
efficiency be measured?
Is the customers expectation achieved?
What kind of interfaces exists?
How are they recognised / perceived?
Which conditions has influences on the
process?
At which steps of the process could the
bottleneck happen?
Do the involved parties in the process know
about their tasks and responsibil ities?
Does the process fulfil all requirements on
the targeted KPIs?
How could the customers be involved /informed about the process?
Which interface is critical for the process?
How flexible is the process if the general
conditions change?
Why does the bottleneck exist?
Is the process transparent? What
consequences could occur by automation?
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Methods for process re-design 1/2
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Total or partial el iminat ion Process step /-element paral lel isat ion or consolidat ion
As-is-Process
To-be-Process
Process 3Process 1 Process 2 Process 4
Prozess 1 Prozess 2 Prozess 4 Improve-ment
As-is-Process
To-be-Process
Sub-process 2Sub-process 1 Sub-process 3
Sub-process 1 Sub-process 3
As-is-Process
To-be-Process
Process
3
Process
1
Process
2
Process
4
Improvement
Process
5
Process
3
Process
1
Process2
Process4 und 5
Improvement
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Methods for process re-design 2/2
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Process with Triage Add new process
As-is-Process
To-be-Process
As-is-Process
To-be-Process
Process 3Process 1 Process 2
Process
2Process
1Process
2*
Process
3
Pro-
cess
3
Pro-
cess
1
Pro-
cess
2
Pro-
cess
4
Pro-
cess
5
Pro-
cess
7
Pro-
cess
6
Pro-
cess
3
Pro-
cess
1
Pro-
cess
2
Pro-
cess
4
Pro-
cess
5
Pro-
cess
7
Pro-
cess
6
Triage Improvement
Improvement
Improvement
Process
3*
Improvement through added-value for customer
Beside these methods, experiences from the daily operation and common sense is crucial for process redesign. Be
practical, innovative and no fear for change!
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How to cope with resistence for change?
Investigate on the exact causes of
resistence and assess them
Resistence always implies key messages.
Figure them out!
Go along with resistence and not against
it.
Distribute required information and design
active communication concept
Optimise involvement and cooperation inthe process Involve colleagues in
change process (i.e. regular report about
ongoing activities)
Resistence can be reduced through active communication and proper measures.
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Key Success Factors for Process Implementation and monitoring
Focus on people as much as on process
All employees should not only be informed about
their specific processes but also the whole process
chain and their context to understand the
interdependencies.
Common understanding on process is a key.Everyone understand, why thinking in process is
important.
All persons concerned will be engaged intensively in
activities on process designed or be informed
properly
Intensive communication on objectives and scopes
of process is very important.
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Dr. Phanthian Zuesongdham
Maritime Logistics Module:
Port Financing and Management,
Services in Port
Applying Process Management in PortManagement Example of HPA
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Why Process Management at HPA?
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Process management is perceived as one component in the integrated and
sustainable management system.
Ensuring continuous improvement of all processes
Port environment (processes and interfaces) is very complex and requires a system which
could enhance the ability for steering and management of port activities
Fulfiling increasing requirements on integration and harmonisation of processes and
systems
Serving as a medium for common understanding on processes and communication basis
for continuous process optimisation and improvement as well as a measurement for
knowledge management
Process Management enhance our efficiency and steering capability.
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Example: Key process areas at HPA
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Management Processes
Kernprozesse
Supporting Processes
Infrastructure Project
Realisation
Port Infrastructure
MaintenancePort Planning
Port Road Rail Waterway
Infrastructure
Management
Real Estate Management & Administration
Real Estate
Port Road Rail Waterway
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Example of Management Processes
Quality Management
Personnel Development
Corporate Finance
Business Development
Strategy Development
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Example of Supporting Processes
Personnel Services
IT Service Management
Facility Management
Procurement
Financial Accounting
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Relevant Port Processes from Ship Arrival til DepartureExample of HPA PRISE
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Source: DAKOSY and HPA, 2012