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The benefits of a process driven organisation
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A Lean and Healthy Diet of “Knowledge Management”
Nigel W. Dawes
Chairman
IPM Holdings Ltd.Vice President
Areopa, S. E. Asia
Confidential, not to be disclosed without Confidential, not to be disclosed without written approval of the authorwritten approval of the author
CMMU
Bangkok, Thailand.
16th February 2009
Organisational StructuresOrganisational Structures
Process MappingProcess Mapping
Knowledge
Management
Change
Management
04/08/232
04/08/23 3
Pr
og
ram
Dir
ect
or
ship
Pr
og
ram
Dir
ecto
rsh
ip
P r o c e s s C h a n g e B l o c kP r o c e s s C h a n g e B l o c k
P r o c e s s M a p p i n g a n d Q u a l i f i c a t io n
B P O K B P RR e e n g in e e r i n g
B P EE n g in e e r i n g
B P II m p ro v e m e n t
I T A u t o C O P P L I S TC O P P
9 )...
1 2 )
9 )...
1 2 )
9 )...
1 2 )
M g m tR e p o r t .S y s t e m
H RF u n c t io n
Q u a l i tyF u n c t io n
D e ta i l e d O r g a n iz a t io n S t r u c tu r e( e .g . P r o j e c t M g m t , S M T ’ s , O u t s o u r c i n g , … )
1 )2 )3 )...
8 )
1 )2 )3 )...
8 )
1 )2 )3 )...
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A I S R e f e r e n c e M o d e lA I S R e f e r e n c e M o d e l
• I T M is s io n , I T V is i o n , I T s t r a t e g y .
• Q u a l i f y a n d c a t e g o r iz e I T S M p r o c e s s e s
• A p p l y p r o c e s s m g m t m e t h o d o l o g y a n d t o o l s :
* A I S - S im is t
* T A P E - g r i d
* 1 2 - s t e p s m e t h o d o lo g y ( B P R , B P I , B P E )
* I T M g m t a p p l i c a t io n .
I T S M
E n d - U s e rC o a c h i n g
P a r a m e t e r i z a t i o n&
I m p l e m e n t a t i o n
T e c h n i c a lT r a i n i n g
C h o o s e a n I Ta p p l i c a t i o n b a s e d
o n I T s t r a t e g y
I T 2 D
A I S R e f e r e n c e M o d e lA I S R e f e r e n c e M o d e l
C o m p a n y S t r a t e g y B l o c kC o m p a n y S t r a t e g y B l o c kI n f o r m a t i o n S t r a t e g y• A l i g n i n g in v e s tm e n t in I S• I n n o v a t iv e I S f o r c o m p e t i t i v e a d v a n t a g e• D i r e c t e f f e c t i v e a n d e f f i c i e n t m a n a g e m e n t o f I S r e s o u r c e s
D e v e l o p m e n t A s s e s s
B u s i n e s s S t r a t e g y• S t r a te g ic O p t i o n s• M i s s i o n• V is io n
D e v e l o p m e n t S c a n
I C T G o v e r n a n c e S t r u c t u r e
S c o p e
I T B l o c kI T B l o c k
M a c r o O r g a n i z a t i o n a l
S t r u c t u r e
Hierarchical type company = Internal Conflicts
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BoardBoard
ManagementManagement
PersonnelPersonnel
Sales = Max.Quota
Accounts =Check & Balance
Production =Max output
Logistics =Just in time
Conflicts Conflicts
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The Process Map
On average 14 On average 14 inputs inputs
On average On average
8 outputs 8 outputs On average 150 On average 150
processes on Level 3processes on Level 3
Process OwnersProcess OwnersInternal CustomersInternal Customers
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Level of detail of the business processes
» Level 1 Conceptual level
» Level 2 Departmental level
»Level 3 Hand off level
» Level 4 Task level
» Level 5 Programming level
ProcessProcessOwnersOwners
AA
BB
CC
DD
EE
This is where inefficiencies, re-work, This is where inefficiencies, re-work, down-time, & wastage occursdown-time, & wastage occurs
Business Processes:Process Map Structure
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Resea
rch,
Resea
rch,
Foreca
st, P
lan
Foreca
st, P
lan
Control,
Audit,
Control,
Audit,
Correc
t, Im
prove
Correc
t, Im
prove
Specia
l Topic
s
Specia
l Topic
s
Sched
ule,
Sched
ule,
Prepar
e, D
esig
n
Prepar
e, D
esig
nDev
elop, P
roduce
,
Devel
op, Pro
duce,
Execu
te, B
uild
Execu
te, B
uild
Man
age,
Acc
ount,
Man
age,
Acc
ount,
Admin
istra
te,
Admin
istra
te,
Consolid
ate,
Rep
ort
Consolid
ate,
Rep
ort
Launch
, Del
iver
,
Launch
, Del
iver
,
Handove
r
Handove
r
Examples of business processes
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Examples of business processes
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Corporate Structure
CorporateGovernanceProcesses
ResourceManagementProcesses
CoreBusiness
Processes
SpecialTopics
Change ManagementWhy do we need to change?
Knowledge ManagementHow do we implement?
Organisational StructuresOrganisational Structures
Process MappingProcess Mapping
