Pal gov.tutorial1.session15 16

أكاديمية الحكومة ا�لكترونية الفلسطينية

The Palestinian eGovernment Academy

www.egovacademy.ps

Tutorial 1:Process and Data Modeling

Session 15 -16

Business Process ManagementBusiness Process Management

1PalGov © 2011

Business Process ManagementBusiness Process Management(best practices and BP Re-engineering)

Dr. Mahmoud H. M. Saheb

Reviewed by

Prof. Marco Ronchetti, Trento University, Italy

About

This tutorial is part of the PalGov project, funded by the TEMPUS IV program of the Commission of the European Communities, grant agreement 511159-TEMPUS-1-

2010-1-PS-TEMPUS-JPHES. The project website: www.egovacademy.ps

University of Trento, Italy

Vrije Universiteit Brussel, Belgium

Birzeit University, Palestine (Coordinator )

Palestine Polytechnic University, Palestine

Project Consortium:

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University of Namur, Belgium

Vrije Universiteit Brussel, Belgium

TrueTrust, UK

Palestine Polytechnic University, Palestine

Palestine Technical University, PalestineUniversité de Savoie, France

Ministry of Local Government, Palestine

Ministry of Telecom and IT, Palestine

Ministry of Interior, Palestine

Coordinator: Dr. Mustafa JarrarBirzeit University, P.O.Box 14- Birzeit, PalestineTelfax:+972 2 2982935 mjarrar@birzeit.edu

© Copyright Notes

Everyone is encouraged to use this material, or part of it, but should properly cite the project (logo and website), and the author of that part.

No part of this tutorial may be reproduced or modified in any form or by any means, without prior written permission from the project, who have the full

copyrights on the material.

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Attribution-NonCommercial-ShareAlikeCC-BY-NC-SA

This license lets others remix, tweak, and build upon your work non-commercially, as long as they credit you and license their new creations under the identical terms.

Tutorial Map

Topic Time

Module I: Conceptual Data Modeling

Session 0: Outline and Introduction

Session 1.1: Information Modeling 1

Session 1.2: Conceptual Data Modeling using ORM 1

Session 1.3: Conceptual Analyses 1

Session 2: Lab- Conceptual Analyses 3

Session 3.1: Uniqueness Rules 1.5

Intended Learning Objectives

Module 1 (Conceptual Date Modeling)

A: Knowledge and Understanding

11a1: Demonstrate knowledge of conceptual modeling notations and concepts

11a2: Demonstrate knowledge of Object Role Modeling (ORM) methodology.

11a3: Explain and demonstrate the concepts of data integrity & business rules

B: Intellectual Skills

11b1: Analyze application and domain requirements at the conceptual level,

and formalize it using ORM.

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Session 3.1: Uniqueness Rules 1.5

Session 3.2: Mandatory Rules 1.5

Session 4: Lab- Uniqueness & Mandatory Rules 3

Session 5: Subtypes and Other Rules 3

Session 6: Lab- Subtypes and Other Rules 3

Session 7.1: Schema Equivalence &Optimization 1.5

Session 7.2: Rules Check &Schema Engineering 1.5

Session 8: Lab- National Student Registry 3

Module II: Business Process Modeling

Session 9: BP Management and BPMN: An Overview 3

Session 10: Lab - BP Management 3

Session 11: BPMN Fundamentals 3

Session 12: Lab - BPMN Fundamentals 3

Session 13: Modeling with BPMN 3

Session 14: Lab- Modeling with BPMN 3

Session 15: BP Management & Reengineering 3

Session 16: Lab- BP Management & Reengineering 3

and formalize it using ORM.

11b2: Analyze entity identity at the application and domain levels.

11b4: Optimize, transform, and (re)engineer conceptual models.

11b5: Detect &resolve contradictions & implications at the conceptual level.

C: Professional and Practical Skills

11c1: Using ORM modeling tools (Conceptual Modeling Tools).

Module 2 (Business Process Modeling)

A: Knowledge and Understanding

12a1: Demonstrate knowledge of business process modeling notations and concepts.

12a2: Demonstrate knowledge of business process modeling and mapping.

12a3: Demonstrate understand of business process optimization and re-engineering.

B: Intellectual Skills

12b1: Identify business processes.

12b2: Model and map business processes.

12b3: Optimize and re-engineer business processes.

C: Professional and Practical Skills

12c1: Using business process modeling tools, such as MS Visio.

Business Process Management

Session ILOs

After completing this session students will be able to:

1. Demonstrate knowledge of BP

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1. Demonstrate knowledge of BP

management, re-engineering

2. Optimize and re-engineer business

process.

3. Use BP modeling tools.

Outline

• BP Management

– BP Re-engineering

– Best practices

– Lean six sigma and BPM (read)

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– Lean six sigma and BPM (read)

• Summary

What is BPR

Reengineering is the fundamental rethinking

and redesign of business processes to

achieve dramatic improvements in critical,

contemporary measures of performance,

such as cost, quality, service and speed.

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such as cost, quality, service and speed.

(Hammer & Champy, 1993)

Change is a “struggle”; BPR is a “war”

(Jessica keyes)

BPR Versus Process Simplification

Process Simplification

Incremental Change

Process Reengineering

Radical Transformation

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Process-Led

Assume Attitudes & Behaviours

Management-Led

Various Simultaneous Projects

Radical TransformationVision-Led

Change Attitudes & BehavioursDirector-Led

Limited Number of Initiatives

(Coulson-Thomas, 1992)

BPR Versus Continuous Improvement

Process Reengineering

Radical Transformation

Continuous Improvement

Incremental Change

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Radical TransformationPeople & Technology Focus

High InvestmentRebuild

Champion Driven

Incremental ChangePeople Focus

Low InvestmentImprove ExistingWork Unit Driven

BPR Characteristics

Systems Philosophy

Global Perspective on Business Processes

Radical Improvement

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Integrated Change

People Centred

Focus on End-Customers

Process-Based

Framework For Assessing Reengineering

Part A

Assessing the Organization’s Decision to Pursue Reengineering

1: Has the Agency Reassessed Its Mission and

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1: Has the Agency Reassessed Its Mission and Strategic Goals?

2: Has the Agency Identified Performance Problems and Set Improvement Goals?

3: Should the Agency Engage in reengineering?

Part B

Assessing the New Process' Development

4: Is the Reengineering Project Appropriately

Managed?

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5: Has the Project Team Analyzed the Target

Process and Developed Feasible Alternatives?

6: Has the Project Team Completed a Sound

Business Case for Implementing the New

Process?

Part C

Assessing Project Implementation and Results

7: Is the Agency Following a Comprehensive

Implementation Plan?

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8: Are Agency Executives Addressing Change

Management Issues?

9: Is the New Process Achieving the Desired

Results?

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

BPM Best practices

From:

BPM Center of Excellence

Business Process Management (BPM)

Best Practices

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Best Practices

August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf

Best Practices List

1. A Strong Partnership With IT2. Create a BPM Enterprise Implementation Team

3. Use Tools Based on Industry Standards

4. Select a Process Methodology 5. Secure Executive Sponsorship

6. Select the Right Project

7. Lead With the Right People8. Manage Expectations

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8. Manage Expectations9. Benchmark the Current Process

10. Define Key Performance Indicators (KPIs)

11. Foster Cultural Change12. Focus on Your Customer

13. Focus on Your Process Workers

14. Take a Board View of Training

15. Profit from Experience16. Develop a Robust Governance Framework

1- A strong Partnership with IT

• IT is an enabler not a leader of a BPM effort – It is business.

• A BPM project is not an IT project but a business management modification business management modification that can be enhanced by the use of technology.

• A strong partnership between business and IT will ensure a smoother project.

e-Government Lifelong Learning

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2- Create a BPM Enterprise Implementation Team (EIT)

Create a BPM EIT that is:

• cross-functional organization

• comprised of committed

To:

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To:

develop and implement a Pilot project enabling the delivery of a quick solution to an immediate problem and proves the overall approach.

3- Use Tools Based on Industry Standards

Utilizing tools based on industry standards allows for the following benefits:

• Decreased implementation and maintenance costs

• Increased ability to consolidate

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• Increased ability to consolidate • Increased availability of talented

resources • Decreased education and training costs• Simplification of modifications• Increased flexibility to migrate to another

technology

4- Select a Process Methodology

It is the methodology not the technologythat provide the success.

BPM is primarily a management discipline that requires a guiding

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discipline that requires a guiding methodology or set of methodologies.

It provides common language, and it must cover the whole process life cycle.

5- Secure Executive Sponsorship

As all projects executive sponsorship is mandatory for a BPM effort to be successful.

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successful.

6- Select the Right Project

Selecting the first project is critical.The following are characteristics of a Right

BPM Project:• Small /manageable

• One business process

• Large impact on a small number of people

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• Large impact on a small number of people

• Measurable

• Significant impact

• Visible

• Visible benefit

• Good ROI

• Clear scope

• Extendable

• Connected to a strategic or operational objective

• Well documented with knowledgeable subject matters

Select the Right Project Cont.

Projects with the following usually offer strong potential for initial BPM projects:

• Processes that are manual, paper-intense, ad hoc, inconsistent, etc.

• Processes that need to be integrated with several different systems

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different systems

• Processes with immediate & recognizable pain points

• Processes that map directly to a key organizational objective

• Processes that are critical to the business

• Processes with confirmed executive sponsorship

7- Lead With the Right People

The following are a few of the characteristics of BPM leaders:

• Thinking differently • Understand both the business and the

technology

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technology• People respected by their peers • Embody best practices. • Focused on business first then IT• Communicate/translate effectively Patient• Maintain effective change management

skill

8- Manage Expectations

• Manage expectations and understand why people are involved and their “personal wins”

• Success criteria to successful MBP

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• Success criteria to successful MBP should be agreed on and documented

9- Benchmark the Current Process

Begin the BPM process by selecting a few metrics that are of high value in the short term then progress to long term measures. Metrics are classified in three ways: customer, financial, and operational. To accurately define your baseline:

• Fully document the current processeso Identify key activities

o Who does it - Map out individual roleso When is it done

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o When is it doneo How often is it done

o How long does it take to do it

o Define flows of work

• Interview key stakeholders and process participants • Identify process origins and rationale behind how things are

done• Identify the “gaps” between activities, people, and systems - as

these are areas of opportunity for BPM

10- Define Key Performance Indicators (KPIs)

KPI: is a measure of performance.

• Don’t start without KPI.

• Identify BPM Center of Excellence specific metrics that are measurable

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specific metrics that are measurable and can be mapped to business goals and objectives.

• Developing a ROI model will assist in the analysis of the success of BPM.

11- Foster Cultural Change

• Different cultures need different approaches

• People will need to be encouraged to come with ideas

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with ideas

• Management will need to lead by example

12- Focus on Your Customer

• Again, it is not using technology what will make the change. It is the management and the customer satisfaction.

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the customer satisfaction.

• BPM has been more successful than previous ‘process oriented’ approaches because it blends technology with management best practice

13- Focus on Your Process Workers

• Shield the business users from the infrastructure.

• Use technology to simplify processes.

• Use friendly graphical user interfaces.

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• Use friendly graphical user interfaces.

• Listen to the business users.

14- Take a Broad View of Training

Training is critical to success with

Training

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Training

Methodology Tools

15- Profit from Experience

Document you experience, this will be use to develop a methodology for repeatable BPM delivery.

A methodology is a series of steps.

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A methodology is a series of steps.

16- Develop a Robust Governance Framework

Governance Framework are: rules, policies and communication mechanisms that control how people make decisions and initiate change.

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For success this framework should be built.

• ARTICLES (READING ACTIVITY)

The Marriage of BPM and Six Sigma

By: Marvin M. Wurtzel, President,

Course Activity

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By: Marvin M. Wurtzel, President, Marvin M. Wurtzel & AssociatesTuesday October 30, 2007

• http://www.bpminstitute.org/articles/article/article/the-marriage-of-bpm-and-six-sigma/news-browse/13.html

Session 16: Lab Activity

1- use Bonita to define data and forms.

2- Assignment 4:

Use:

Business Process Re-engineering Assessment

Guide, United States General Accounting

Office, May 1997.

To develop guide lines for BP Re-engineering,

then use these guide lines for re-engineer

one of your processes in your organization.

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Summary

• In this session we have discussed:

– BPR

– BPM Best practices

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References

1. BPM Center of Excellence, Business Process Management (BPM), Best Practices, August 31, 2009

http://www.ftb.ca.gov/aboutFTB/Projects/ITSP/BPM_Best_Practices.pdf .

2. Business Process Re-engineering Assessment Guide,

United States General Accounting Office, May 1997.

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United States General Accounting Office, May 1997.http://www.gao.gov/special.pubs/bprag/bprag.pdf

3. How to use BPMN for modeling Business processes, Alexander Samarin,

http://www.slideshare.net/samarin/how-to-use-bpmn-for-modelling-business-

processes

Thanks

Dr. Mahmoud H. Saheb

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