Exploring the potential role of unstructured

processes and content in BPMMichélle Booysen & Marietjie Lancaster

Pétanque Business Specialists & SAPO

What we are talking about

Exploring the potential role of unstructured processes

and content in BPM

1

• Identifying the unstructured processes in an organisation that would benefit from BPM

2

• Recognising the benefits of including unstructured content into processes

3

• Examining how to combine unstructured and structured content to deliver performance improvements

Our presentation

Section 1: The SAPO case study

Section 2: Pointers

Petanque Prize!

Section 1:

SAPO Case Study

The Pétanque – SAPO

relationship

Outcomes from 2007 and 2008 provided the following

benefits:

Building on results

Buy-in from

executive level

motivated further

levels to embrace

process as one of

the tools to

effectively deliver

strategy Transparency

and role clarity

defined who

does what

(RACI)

Building on results

Building on results

Based on these benefits, VizPro® was to “tackle”

unstructured processes.

Performance

Management

External? Execute The Plan

Communication

Strategy

Monitor,

Evaluate &

Report

Performance

Media

Tracking

Surveys

Performance

Reports

§ BU Heads

§ Internal Stakeholders

§ Manager Web Master

Action Plan

Government

Relations

MIMedia Tracking

Surveys

KPI Reputation Drivers

Stakeholder

Forum

KPA

Economic Sustainability

(Profit)

KPA

Social Sustainability

(People)

KPA

Environmental

Sustainability (Planet)

Corporate

Scorecard

SM: Media

Relations

§ GE: BU’s

§ Internal Stakeholders

Risk

Mitigation

Plan

Issue

Management

PlanMedia Relation

And Stakeholder

Management

Plan

Media

Training Plan

BU

Communication

Plans

Against

Objectives

Media

Analysis

Benchmark

· GE Corporate Affairs

· EXCO

· CEO

· Board

KPI Number Of Top Stories

KPINumber Of Featured

Stories

§ GM: Communication

§ GM: Marketing

Executing the plans could

be through but is not

limited to:

· Events

· Meetings / Road

Shows

· Campaigns

· Newsletters

· Extranet

· Workshops

· Training

· Media

· Case Studies

The SAPO Case Study

BPM for SAPO...

10

… is defining and linking and managing processes

to achieve strategic goals, agreeing on what needs

to be done by whom throughout the enterprise within

governance, risk and performance management

structures.

Structured versus Unstructured

Structured Processes Unstructured Processes

• define the step by step of what

needs to be done

• works well in IT & QMS and

Performance Measurement

environments

• where human interface occurs

• where “a plan needs to be

made” based on the

circumstance

This means that unstructured

processes are often incorporated

into structured processes as

unstructured contentIt is common to have

structured processes

that contain

unstructured content.

Unstructured Processes

in an enterprise

– Why they are important?

• They deal with all sorts of realities which cannot be pre-defined

effectively due to infrequent occurrence for example

– Because they depend on the people who execute them, it is

important to know where these processes are in the enterprise and

how to resource them

– What are their characteristics?

• They link directly to the people who execute them

• They change when people leave the position

• They change when the environment changes

• They link directly to customers

SAPO Structured versus

Unstructured Processes

A. These are structured processes, but e.g. teller

personality, cultural differences, socio-economic

differences require different customer approaches,

resulting in unstructured processes.

What is a “branch” and the impact

on processes

Wupperthal

Aurora

Aurora

Hondeklipbaai

Nieuwoudtville

Canal Walk Cape Town

SAPO Structured versus

Unstructured Processes

In this example of Branch Management,

unstructured processes are included as

unstructured content in a structured process

SAPO Structured versus

Unstructured Processes

For armed robberies SOP:

• Hospitalise the injured person

• Refer affected people to trauma counseling /

medical practitioners

• Clean the branch

• Request Authority to close branch

• Arrange for employee/s substitute

This however NEVER comes in a standard &

structured way

= Unstructured content

When the crooks enter you do NOT adhere to the

process ….. you dodge the bullets ….it is NOT as if

you can ask the crook if you can get up to press the

panic button?!?!?!? Nor is there a policy on whom

to shoot, what they may steal etc…..

So SAPO has rather worked on risk managing the

occurrence of such unstructured processes by

mapping and implementing effective interfacing

security processes!

SAPO Structured versus

Unstructured Processes

B. Some structured processes remain unstructured:

• Has been applied over a long period of time, e.g. in

Retail, which are executed in a non-consistent, non

uniform, unstructured manner.

• Behavioural change and compliance enforcement are

needed.

• Through VizPro® behavioural change has been

addressed to an extent.

When unstructured cannot become

structured

1. Customer interface and service that deals with emotions

and capacity;

2. Trauma, e.g. armed robbery;

3. There is a need for individual interpretation of a situation.

This must be supported by effective processes that provide the

framework within which to execute, e.g. situation training.

For example: provide the framework for roll-out through “bullet”

notes that link to process steps.

Changing unstructured to structured

processes

An example: Investment Management

– Was fragmented and not holistic with many functional areas

involved and each did their own “thing”

– Reasons why it needed to become structured:

– time and resource usage improvement

– tight risk management needed to comply to governance

– There is now transparency, it is clear who does what, time frames

are agreed to in SLA format, risk is known and managed

– Approval reduced from 6 months to 1 month. Now complies to

governance structures e.g. FPMA act.

Section 2:

Pointers

Pointer 1

Identifying the unstructured processes in your

organisation that would benefit from BPM

Identify those processes where human intervention play a

bigger role than what the defined process and IT direct, i.e.

those processes where the people element determine the

outcome.

Pointer 2

Recognising the benefits of including unstructured

content into your processes

• Provides end to end accountability;

• Frees resources up;

• Deep dives into previously identified, but non-defined

processes with the benefits derived from going into the

details;

• Where the mapping team is diverse in background and

experience – more structured process steps might be ID

and buy in secured;

• Processes are constantly reviewed i.t.o process

enhancements;

• The process map now SHOWS duplication between

structured and self proclaimed unstructured processes;

• Where unstructured was changed to structured, it is the IT

system that carries the transaction forward NOT the paper

trail;

• Benefit: cost savings and better use of resources;

• Some processes will always be inefficient i.e. armed

robberies, burglaries, losses, damages etc.

Pointer 3

How to combine unstructured and structured content to

deliver performance improvements

• Unstructured processes are best managed if the structured

interfacing processes are defined and executed within a

performance framework;

• Structure what can be structured;

• Define the rules within which unstructured operate;

• Dismantle silo mentality and ensure that there is a clear

understanding of the bigger picture;

• Take lessons from unstructured process execution and

communicate them.

Wrap up

So, what is the potential role of unstructured processes

and content in BPM?

• Increasingly important due to greater human interface

(customer care/satisfaction/outside-in processes) in how

business will be conducted.

– e.g. Bank accounts for SASSA people, which has a number of social

elements attached. This causes for community interaction.

• Enterprising as a business approach NEEDS unstructured

processes to succeed.

• The current and future economic environment: unique

challenges causes employees to have to think

entrepreneurial, which needs unstructured processes within

frameworks of structure and compliance.

Section 3:

Prize!

Thank You

Questions?