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Practical Business Process Reengineering

By: Mohammad SalehIndependent Institutional Development

Consultant January 2013

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Contact Information

msaleh2000@hotmail.com

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