How to Make Sure Bpms and Other Enterprise Systems

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QUATIC’2007 TutorialLisbon, Portugal, September 12-14, 2007 1

How to make sure BPMS and other enterprisesystems are aligned to the company’s strategy?

How to make sure BPMS and other enterprise systems arealigned to the company’s strategy

part 2: MLearn

[email protected]

Oct 2007

6th International Conference on theQuality of Information and Communications Technology

- QUATIC 2007

September 12-14, 2007

Lisbon New University, Lisbon, Portugal

Jorge S. Coelho

How to make sure BPMS and other enterprise systems arealigned to the company’s strategy

Abstract: Today “time” is the competitive differentiator betweencompanies. Companies have to be agile: bring new products and servicesto market quickly and respond rapidly to changing demands.

From an IT point of view, there is an evolution from client-server toservice-oriented architecture. What does BPMS contribute to thisevolution?

Furthermore, there is a myriad of BPMS providers available in the market.What are the right selection criteria? They are specific to each companyand should contribute to the competitive market positioning. Are processtemplates useful and how to avoid commonality?

The Método Learn assists companies in building a process-architecturebased on continuous improvement departing from the company’sstrategy. The objective is to assure that organizations take advantage ofall the potential offered by the new IT solutions.

A systemic and integrated process approach is presented as an importantcontribution to improve the IT alignment with business strategy, not onlyduring the planning process but also in the maintenance phase.

A special technique, offered by the Método Learn, using the businessobject concept in an early stage of organization modeling, in severallayers, enables to identify the information needs in a way that all thesemantics is gathered and preserved until its translation to a logic model.

The organization change and the user role are taken in account in thisapproach.





Jorge S. Coelho

Part 1

What does BPMS contribute to the agilityof companies

What are the right selection criteria?

Jorge S. Coelho

Part 2

The objective is to assure that organizations takeadvantage of all the potential offered by the new

IT solutions. to improve the IT alignment with businessstrategy not only during the planning process but also in the

maintenance phase.

Presentation of a special technique based on thebusiness object concept

The organization change and the user role aretaken in account in this approach.

MLearnThe methodology of the Organizational Capabilities





Jorge S. Coelho

Agenda

Obstacles to get alignment and integration

Business Process Management

MLearn

Examples

Jorge S. Coelho

Client Purpose

To assure that the Information Requirements: Fit the business needs

Are all identified

Are consistent

To clarify the project scope

To minimize the “additional” information requirements atthe end of the project

To assure the IS is “the work tool”

To assure the link IS / Organization after project end

Information System Projects





Jorge S. Coelho

Critical points

No strutured

information

Reality

Strured

information

Conceptual / logic Model

?? V a l i d

a t i o n

V a l i d

a t i o n

b y t h e

b y t h e

c l i e n t ? ?

c l i e n t ? ? T o

d e f i n

e

T o

d e f i n e

t h e

t h e

I n f o r m a t i o

n

I n f o r m a t i o

n

S y s t e m

s

S y s t e

m s

r e q u i r e

m e n t

r e q u i r e

m e n t

s ? ?

s ? ?

Final acceptance by Final acceptance by

the client??the client??

Jorge S. Coelho

Cars Trucks

Comercial

Cars Trucks

Production

Board

Comercial Production

Cars

Comercial Production

Trucks

Board

Chart dependency

Organization by products

Organization by techniques

C a r s

I S

T r u c k

s I S

C o m e

r c i a l I S

P r o d u c t

i o n I S





Jorge S. Coelho

Exemple

Request 1 To access the price table during

invoice checking

Response To adapt sw

Request 2 To extend the price table with

discount conditions

Response To adapt sw again

Request 3 ?

Request 1(sinptom) To access the price table during

invoice checking

Problem Payments to suppliers are

different from the agreed ones

Cause

The user doesn’t know the orderprice as the order hasn´t it

Response All the orders must have the price

The price field must be mandatory

Normal practice Best practice

Jorge S. Coelho

Similar situation

Pacient

Doctor

Pharmacy

User

IS /Business

analyst

IT Supplier

(internal or external)





Jorge S. Coelho

No integration nor alignment

The IS is the automation of the sum

of the isolated individual needs

... Adjusted later

Jorge S. Coelho

Low degree of integration

HR interviews

Competences, Nec. Training needs

appraisals

IT interviews

Information systems requirementsQUALITY interviews

Processes, procedures

Management control interviews

Objectives, measures

ABC

Risk interviews

≠

Organizational repository not unique

≠

≠

≠ E v e r y b o

d yw o r k s f

o r d i f f e r

e n t c

o m p a

n i e s





Jorge S. Coelho

Communication / Responsibility

Difficult to make happen

Objectives normally are not achieved

To much time to decide

Many meetings not conclusive

Difficulties to communicate

Difficult to make happen

Objectives normally are not achieved

To much time to decide

Many meetings not conclusive

Difficulties to communicate

Different understanding of business strategy Different understanding of the organization

Responsibilities not clarified Shared objectives

Different understanding of business strategy

Different understanding of the organization

Responsibilities not clarified Shared objectives

Jorge S. Coelho

Agenda

Motivation to develop a new approach


Método Learn

Examples





Jorge S. Coelho

Process approach

T1Tocollect

T2T3T4

Client order

Expedirenc.

Planearenc.

Validarenc.

ComercialLogisticFinance

T3T4 T1T2

Client

order

Jorge S. Coelho

Approach requirements

To deal with complexity

To foster consensus

Chart Independency

Quick application

Easy to use by all

Common language

Strategic alignment

Integration





Jorge S. Coelho

Agenda



Método Learn (MLearn)

Examples

Jorge S. Coelho

MLearn

To model and improve the

organization efficiency and agility tomake the business strategy happen

To model and improve the

organization efficiency and agility tomake the business strategy happen

•To put the BPM philosofy in the minds and not only in thecomputers, in order to get a process oriented behaviour, in fact.





Jorge S. Coelho

Unique organizational framework

Building project

Change management / continuous improvement

Drawing

Business Process

Arquitecture

XxxxxxxxxXxxxxxxxxXxxxxxxxx

SI

Jorge S. Coelho

Integrated and systemic approach

B u s i n e s s P r o

c e s s

A r c h i t e

c t u r e

C o n t i n

u o u s

i m p r o v

e m e n t

Informationsystems

Strategy implementationand control

K n o w l e

d g e

m a n a

g e m e n t

Humanresources





Jorge S. Coelho

Differenciating factors

Focus in strategy and in the entire organization

Organizational therapy approach

Integrates Knowledge management

Process integrated and systemic approach,

object oriented

Strategy deployment through business processarchitecture

Definition of a continuous improvement model and ateam

Real time and interactive techniques

Jorge S. Coelho

Customized Benchmarking

C u l t u r e

Strategy

P r o c e s

s e s

T e c n o l o g y P e o

p l e

To Preserve the organizational DNA





Jorge S. Coelho

Process Intelligence

Bottom up

Organizative model

Racionalization

Efficiency

Process =

set of Activities

Not systemic Documents / procedures

Controls

Information management

Top down

Organizational model

Inovation

Agility

Process = Capability torespond to stimulus

Systemic approach

Integrated approach

People

Change management

Knowledge management

Traditional approach Change approach

Jorge S. Coelho

Process concept

• Capability to respond to a stimulum

• Monitoring of a life cycle of a business object





Jorge S. Coelho

Process definition

•Purpose

•Business Object

•Beginning

•End

•Evaluation criteria

Jorge S. Coelho

Requis. mgtTo manageOrder to sup

SupplierRequis. mgt

Company

Exemple

Client Order manag Buy Supplier.Order

Requis.ord

Delivery timeAvailable time

Req.

Order

Assure

deliveryReceive ord

Verify

paym.





Jorge S. Coelho

To buy

Mental model

Fornec.G. Requis.

Company

Client Order manag.Order

Requis.Supplier

Ord

Buy effectiveness

Buy

advantages

Order mgt

effectiveness

Delivery

delays

Availability

delays

Payment

delays

Assure

deliveryReceive ord

Verify

paym.

Delivery

timeAvailable time

To Sincronize the Business with the Process Intelligence

Jorge S. Coelho

Strategy depployment

Issue

Issue

Issue Objectives

Objectives

Objectives

Cause CSF Detail

Cause CSF Detail

Objectives Indicators

Mission/ Vision

CSF

Issue Objectives

Cause CSF Detail

Short term

strategy

Process

Activity

Task

Medium term strategy

Indicators

Indicators

Indicators

Indicators

Detail

P r o j e c

t s an d i m pr ov em en t s

Fin

Soc Cli

RH

Improvement motivations

Shareholders

Competitors Clients

SuppliersColaborators





Jorge S. Coelho

Objectives

Objectives

Objectives

CSF Detail

CSF Detail

Objectives Indicators

CSF

Objectives

CSF Detail

Indicators

Indicators

Indicators

Indicators

Detail Entreprise ModelEntreprise Model

IS ModelIS Model

Workflow ModelWorkflow Model

Operations ModelOperations Model

Business ModelBusiness Model

Business Process Architecture

Jorge S. Coelho

Business Process Architecture

Workflow alignement

•workflows

•Organizational Capabilities





Jorge S. Coelho

Group model

XxxxxxxxxXxxxxxxxx

Xxxxxxxxx

IS


IS


IS

•Holding SPGS

•Company 1 •Company n•Company 2

Jorge S. Coelho

What is an objective

Actual

GoalOrientation

(objective)

SMART

indicator







Jorge S. Coelho

Indicators types

Process objectives

Process indicators

Project objectives

Project indicators

Company objectives

Company indicators

Indicatorsfor Analisys

Different impact in theappraisals

Jorge S. Coelho

Process architecture role


SI

Process

architecture

Process

modelling

Process

improvement

Process

execution

Strategy





Jorge S. Coelho


SI

Organizational chalenge

Efficiency

who?, where?, when? Agility

what?, why?

how?

Colaboration->Adaptation•Bottom line

Jorge S. Coelho


IS

Two stages

stimulus

Business objects

Control

points

Improvements(As Is To Be)

Information needs

External

entities

Sessões

de

Trabalho

Levantamento

Process

Sub-Process

Activity

Operations

Task

Agility

improvement

P r o c e s s I

n t e l l i g

e n c e

C o m m u n

i c a t i o

n

C o m m u n

i c a t i o

n





Jorge S. Coelho

Place: warehouse

To verify material To range materialTo update stock

Supplier

Process?

Jorge S. Coelho

Managewarehouse

Request to thewarehouse

Armazém

Range materials

Delivery time

To buyProcess:

Business object: order

Performancecriteria:

Financial discount

Manege materials

Material

availability

Verify material range materialupdate stock

Do you know your hat?

Fornecedor

place: warehouse





Jorge S. Coelho

statement

A process is a set of tasks

But not all set of tasks is a process

Jorge S. Coelho

Legend:

chart vs. Processes

Process

Department





Jorge S. Coelho

Objectives hierarchy

Short term

Medium term

Jorge S. Coelho

Monitoring

Gráficos de Monitorização por Indicador

Monitorização do Modelo de Processos e RespectivoDesdobramento





Jorge S. Coelho

Integrated approachIntegratedIntegrated approachapproach

People

Business strategy

ICTSystemsInformationProcesses

K n o

w l e d g e m a n a g e m e n t

Ought To B eOught To B e

To Be 1To Be 1

SI To Be 2To Be 2

SI To Be 3To Be 3

RqI

As Is 1As Is 1

SI As Is 2As Is 2

SI As Is 3As Is 3

RqI

Jorge S. Coelho

Business objects

in

in

out

out

Main object

Ex: order

•Main object

•Ex: order

Auxiliar object

Ex: invoice

To Manage orders

To colect

Link objectEx: when is the product

available?





Jorge S. Coelho

The several layers to model IS

Business Objects

IS objects

Jorge S. Coelho

Information systems

Processes

Objects

i. systems





Jorge S. Coelho

Risk management

Tecnologiasemergentes

Novastecnologiastestadas

Tecnologiastestadas

high

low

Projectos dealto risco

Projectos demédio risco

Projectos debaixorisco

Benefíciosdifíceis

Benefíciosprováveis

Benefíciosquase certos

Realinhamentosignificativo daorganização

Realinhamentoreduzido daorganização

Compatívelcom estruturaactual

technological

Organizational

Economical

Implementation

Jorge S. Coelho

Acceptence tests




Jorge S. Coelho

MLearn modules

Introduction tothe method

Introduction tothe method

Strategyclarification

Strategyclarification

1st level ofBusinessProcess

Architecture

1st level ofBusinessProcess

Architecture

Modeling theother levels

Modeling theother levels

Modelingactivities

Modelingactivities

Modellingtasks

As-is

Modellingtasks

As-is

1 2 3 4 5 6.1

Managementcontrol

Managementcontrol

HumanResources

HumanResources

Continuosimprovement

Continuosimprovement

InformationSystem

InformationSystem CoachingCoaching

7 8 9 10 11

Processos

Subprocessos

Tarefas

Actividades

Arquitectura de IndicadoresArquitectura de Indicadores

Processos

Subprocessos

Tarefas

Actividades

Arquitectura de IndicadoresArquitectura de Indicadores AssociaAssociaçção de objectosão de objectos

Diagrama de estadosDiagrama de estados

CGCGMCMC

RHRH SI/TICSI/TIC

CPCPGPGP CGCGMCMC

RHRH SI/TICSI/TIC

CPCPGPGP

Legenda: Processo

Departamento

O b je c t iv o 1

O b je ct iv o ́ 2

Hierarquia vs. ProcessosHierarquia vs. Processos Equipa de ApoioEquipa de Apoio

Preocupação

Preocupação

Preocupação Objectivos

Objectivos

Objectivos

Causa F CS D et al he


Objec tiv os I ndic adores

Visão

FCS

Preocupação Objectivos


Estratégiaa Curto Prazo (Operacional)

Processo

Actividade

Tarefa

Estratégia a Médio Prazo

A c ç õ e s

d e

M

e l h o r i a

Indicadores

Indicadores

Indicadores

Indicadores

Detalhe

Aprendizagem OrganizacionalAprendizagem Organizacional

A r q u i t e c t

u r a

d e

P r o c e s s o

s

M e l h

o r i a

c o n t í n u

a

SistemasdeInformação

Implementaçãoecontrolodaestratégia

G e s t ã

o d o

c o n h

e c i m

e n t o

RecursosHumanos

- MIlestone

Modellingtasks

To-be

Modellingtasks

To-be

6.2

Jorge S. Coelho

Agenda



Método Learn

Examples