Bpr training v 2.0 4.1.2012
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Practical Business Process Reengineering
By: Mohammad SalehIndependent Institutional Development
Consultant January 2013
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Contact Information
http://daily-chat.blogspot.com/
http://jo.linkedin.com/pub/mohammad-saleh/3/2b/4b9
@msaleh2000
mohammadasaleh
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Pre-Project Preparation Project Kick-off Design and planning Developing BPR conventions manual Documenting the Current Business Model (As Is) Developing and Testing Future Business Model (To Be) Studying legal impact Gap Analysis (ITPOSMO as an example for Gap Analysis methodologies) HR manual Policies and Procedures Planning the Implementation (Action Plans) Implementing the Future Processes Change Management
Agenda (BPR Steps)
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Service Improveme
nt
BPR
BPI
BPM
TQMBest
Practices
Good Practice
s
ISO
Big Words, we use them only to sell our services
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The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed
BPR Definition One of the definitions
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Is BPR what we are really looking for??????
The one million dollars question
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Initial Questions
Mission and
Strategic Goals
Has the agency identified performance problems and set
improvement goals
Should the agency engaged in reengineering
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Rule #1 & Rule #2
You need to think of BPR as an Art not a
Science
There is nothing wrong or right; What matters is
whether a particular solution
works for a particular situation.
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Collaboration Standardization Structured Innovative Practical Capacity
Building
BPR Approach
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Strategies and Policies
Operations (Services
and Processes)
Human Resources
Infrastructure and other Resources
Legalization
Partners
Customers
Suppliers
Process Improvement Environment Elements
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1. Project Kick-off 2. Document the Current Processes 3. Establish Key Performance Measures 4. Develop and Test Future Processes 5. Prioritize and Commit to Future Processes 6. Plan the Implementation 7. Implement the Future Processes
BPR Seven Steps
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1• Pre-BPR
2• Design and Planning
3• BPR Conventions Manual
4• Discovery and As Is Analysis
5• To Be Design
6• Legalization
7• Gap Analysis
8• HR Manual
9• Policies and Procedures
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• Implementation
Actual BPR Steps in JordanC
hang
e M
anagem
en
t
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1. Pre-BPR Identify
Main Goals and
Needs
Form the
Team
Study th
e
Playgrou
nd
Select Champions
Develop initial Strategy and work plan
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This phase is aimed at setting the ground for the BPR work. On one part it will familiarize the project team with the nature of the services and key contact people, as well as the setting of the communication channels, structure and detailed project plan that includes workshops, interviews and other reviews that will take place.
2. Design & Planning
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Method Phase Kick-off Meeting
Deliverables Detailed Work Plan Interviews and Workshops Schedule
Methods and Deliverables
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On the other hand, the project team will setup the work conventions that will govern the technical deliverables of the BPR component. These will include reports structures and mapping conventions, covering the methods of mapping, the tools, model types and objects to be used.
3. Develop and agree on Conventions Manual
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Convention 1 (Websphere)
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Convention 2 (Visio)
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Method Desk based work putting together convention and
plan Meeting to discuss and agree plan and
conventions Deliverables
BPR Conventions Reports format and structure Forms Graphical representations
Methods and Deliverables
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The aim of this phase is to create a good understanding of the business processes that are to be reengineered with the entire related environment covering organization, data, system and other external factors influencing those processes. During this phase, the documented As-Is Processes and their analysis will be delivered
4. Discovery and “As-Is” Analysis
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Method Interviews and Workshops for Data Gathering. Desk based work for reviewing existing documentation. Desk based work for performing process mapping and process analysis. Workshop/meetings and review with and other involved stakeholders to confirm the “As-Is” results.
Deliverables As-Is Report that includes:
Current Organization chart, high level application model and service tree. High level process maps of key processes that includes the cross
governmental processes Detailed business process maps showing the concerned processes with
relation to organizational units, application and data elements. Description of process observations and possible constraints Process analysis covering process weak points including those related to
controls and covering process Key Performance Indicators (KPIs).
Methods and Deliverables
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Manager
Acquisition
Production Library Channel
1Channel
2Marketin
g
Internal Audit
Document Organization StructureTV Channel as example
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Acquisition /
Production
Dobbing / Translation
Store at Library Scheduling Broadcastin
g
Identify Main ServicesTV Channel as example
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Stakeholders Analysis
Identify Classify Prioritize
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Service 1TV
(Broadcasting)
Audience
Advertisers
Regulators
Service 2Ministry of
Interior(Residency)
Foreigners Residents
Guarantor
Ministry of Health
Ministry of Labor
PSD
Service 3Municipality(Licensing)
Individuals
Contactors
Governmental Agencies
Identify Stakeholder
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Classify Main Stakeholders Types
Customers
Partners
Suppliers
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Prioritize Stakeholders According to our Strategic Goals
High High
LowHigh
AdvertisersProduction Companies
Furniture Suppliers
Keep Satisfied Manage Closely
Audience
Monitor (minimum effort)
Keep Informed
Interest
Power
Some Partners
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High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy.
High power, less interested people: put enough work in with these people to keep them satisfied
Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.
Low power, less interested people: monitor these people, with minimum effort
Power/ Interest Grid
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Client Surveys Clients Complaints Focus Groups Structured Interviews
Identify Needs, Expectations and Aspiration
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1• Organizational Structure
2•Human Resources
3• Main Services
4• Detailed Processes
5• General Findings
Document As Is
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New high level
process concept
Proposed organization
al model
Apply and test the current
constraints
present to senior
managers for approval
develop the detailed business processes
Analysis between the “To-Be” and
“As-Is”
To Be
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During this phase, the project team develop the “To-Be” concept which will include definitions and recommendations on how the services and processes should be modified and the new business model.
The first step will be to come out with a new high level process concept. (white board approach) Then develop the proposed organizational model reflecting from the new business processes concept. Then Apply and test the current constraints and accordingly developing the list of potential workarounds and
needs for modifications or pre-approvals. The modified concept is then presented to senior managers and decision makers for approval. After the approval of the high level process concept we shall develop the detailed business processes. Various
techniques shall be used: Process simplification Process automation level Reduction of in process manual checks and controls Reducing redundancies Reducing media changes Parallel processing and others.
Structuring the new services and developing the new business Model A comparative qualitative, and if appropriate, quantitative analysis will be conducted between the “To-Be”
processes and “As-Is” processes KPIs to validate the improvement. In addition, medium and long term improvement measures and IT system change requirements will be identified
and documented. These shall form a key input for further development and system improvement and integration work, which can be implemented later in the project.
To Be - Details
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To-Be Report that includes: Description of the main concept for the to-be processes, channels,
services, and customers. Description of the proposed Organizational Structure. High level process maps of key processes covering cross
departmental processes. To-Be high level application model and service tree. Detailed business process maps showing the proposed processes
with relation to organizational units, application and data elements. Description of process improvement measures including those that
are system related. Process comparative analysis covering process design quality KPIs.
Deliverables
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New Processes
HR Developme
nt
Space Manageme
nt
Technology
Tools
Regulations
Where can you improve ?
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Review and analyze all related laws, regulations and instructions related to the services that may effect the implementation of new processes or improvements
Prepare recommendations for: Legal material amendments Work around
legal impact
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During this phase you shall take the approved “To-Be” design document into a document that is actionable and with practical timeframes and assignment to implement in order to facilitate moving client from current “As Is” to the proposed “To Be” processes. The tasks will include:
Gap analysis between the existing and new process requirements. You will define the gaps between the As-Is and the target process definitions.
Identify gaps related to readiness for the new processes. Hand over the reengineered processes to the development
team for implementation (in case of automation)
Gap Analysis
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Method Negotiating implementation timeframe and responsibility
with the involved stakeholders particularly for the process and organization related changes.
Desk based work for completing the gap analysis and implementation plan.
Workshops and review by the involved stakeholders to confirm the plan.
Deliverables Gap Analysis Report
Methods and Deliverables
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ITPOSMO methodology focus on Information Technology Processes Objectives and Values Staffing and Skills Management systems and structure Other resources such as Time and Money
This methodology represents the most advanced and used way to identify and analyze gaps within e-Government projects and was developed by )Heeks (cf. Heeks 1999, Heeks 2001, Heeks 2003)(
ITPOSMO
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Develop Job description for the related positions as impacted by the organizational and process changes in relation to the processes in scope.
The new job description will empower employees with, traditionally held, decision making and approval authorities. In case the employee has responsibility over other non-scope related work, that part of the job description will not be done by the project team. Current performance appraisal systems will be revised for more compliance and integration with the performance measures set beforehand.
HR Manual
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Method Desk based work TNA (the one conducted at Change
management phase) Meeting for getting feedback and finalization of
deliverables. Deliverables Job Descriptions
Method and Deliverables
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Develop the policies, procedures that are related to the scope work areas in compliance with the government laws and regulations. Those that could be system supported shall be passed to the solution development team.
Develop or modify the forms and templates that are to be used to support the new processes
Polices and Procedures
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Method Desk based work Meeting for getting feedback and finalization
of deliverables. Deliverables Policies and Procedures Forms and templates
Method and Deliverables
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• Task
• Responsibility
• Resources
• deadlines
• Outcomes
Planning the Implementation (Action Plans)
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Implement
Monitor & Evaluate
Identify Areas of
Improvement
Implementation
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Change ManagementSource of Change
Change
The changes in the
structure, processes,
and procedures
The introduction of new approach
and the associated
cultural change.
The changes that shall be introduced through the
BPR efforts and the introduction of a new
organizational structure, processes and systems.
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Awareness Training Needs Assessment. Training Planning. Conduct training in different aspects,
including soft skills. Change Management and Internal
Communication. Key players involvement
Change Management Requirements
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WebSphere Business Modeler IDS Scheer ARIS Microsoft Visio
Some Modeling Tools