Pal gov.tutorial1.session15 16

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The Palestinian eGovernment Academy
www.egovacademy.ps

Tutorial 1:Process and Data Modeling

Session 15 -16
Business Process Management
(best practices and BP Re-engineering)

Dr. Mahmoud H. M. Saheb

Reviewed by
Prof. Marco Ronchetti, Trento University, Italy
PalGov © 2011 1

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
Project Consortium:
Birzeit University, Palestine
University of Trento, Italy
(Coordinator )

Palestine Polytechnic University, Palestine Vrije Universiteit Brussel, Belgium

Palestine Technical University, Palestine
Université de Savoie, France

Ministry of Telecom and IT, Palestine
University of Namur, Belgium
Ministry of Interior, Palestine
TrueTrust, UK
Ministry of Local Government, Palestine

Coordinator:
Dr. Mustafa Jarrar
Birzeit University, P.O.Box 14- Birzeit, Palestine
Telfax:+972 2 2982935 mjarrar@birzeit.eduPalGov © 2011
2

© 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.

Attribution-NonCommercial-ShareAlike
CC-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.

PalGov © 2011 3

Tutorial Map

Intended Learning Objectives
Topic Time
Module 1 (Conceptual Date Modeling)
Module I: Conceptual Data Modeling
A: Knowledge and Understanding
11a1: Demonstrate knowledge of conceptual modeling notations and concepts Session 0: Outline and Introduction
11a2: Demonstrate knowledge of Object Role Modeling (ORM) methodology. Session 1.1: Information Modeling 1
11a3: Explain and demonstrate the concepts of data integrity & business rules Session 1.2: Conceptual Data Modeling using ORM 1
B: Intellectual Skills Session 1.3: Conceptual Analyses 1
11b1: Analyze application and domain requirements at the conceptual level, Session 2: Lab- Conceptual Analyses 3
and formalize it using ORM. Session 3.1: Uniqueness Rules 1.5
11b2: Analyze entity identity at the application and domain levels. Session 3.2: Mandatory Rules 1.5
11b4: Optimize, transform, and (re)engineer conceptual models. Session 4: Lab- Uniqueness & Mandatory Rules 3
11b5: Detect &resolve contradictions & implications at the conceptual level. Session 5: Subtypes and Other Rules 3
C: Professional and Practical Skills Session 6: Lab- Subtypes and Other Rules 3
11c1: Using ORM modeling tools (Conceptual Modeling Tools). Session 7.1: Schema Equivalence &Optimization 1.5
Module 2 (Business Process Modeling) Session 7.2: Rules Check &Schema Engineering 1.5
A: Knowledge and Understanding Session 8: Lab- National Student Registry 3
12a1: Demonstrate knowledge of business process modeling notations and concepts.
Module II: Business Process Modeling
12a2: Demonstrate knowledge of business process modeling and mapping.
12a3: Demonstrate understand of business process optimization and re-engineering. Session 9: BP Management and BPMN: An Overview 3
B: Intellectual Skills Session 10: Lab - BP Management 3
12b1: Identify business processes. Session 11: BPMN Fundamentals 3
12b2: Model and map business processes. Session 12: Lab - BPMN Fundamentals 3
12b3: Optimize and re-engineer business processes. Session 13: Modeling with BPMN 3
C: Professional and Practical Skills Session 14: Lab- Modeling with BPMN 3
12c1: Using business process modeling tools, such as MS Visio. Session 15: BP Management & Reengineering 3
Session 16: Lab- BP Management & Reengineering 3

PalGov © 2011 4

Business Process Management

Session ILOs
After completing this session students
will be able to:
1. Demonstrate knowledge of BP
management, re-engineering
2. Optimize and re-engineer business
process.
3. Use BP modeling tools.

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Outline

• BP Management
– BP Re-engineering
– Best practices
– Lean six sigma and BPM (read)
• Summary

PalGov © 2011 6

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.
(Hammer & Champy, 1993)

Change is a “struggle”; BPR is a “war”
(Jessica keyes)

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BPR Versus Process Simplification

Process Simplification Process Reengineering

Incremental Change Radical Transformation
Process-Led Vision-Led
Assume Attitudes & Behaviours Change Attitudes & Behaviours
Management-Led Director-Led
Limited Number of Initiatives
Various Simultaneous Projects

(Coulson-Thomas, 1992)
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BPR Versus Continuous Improvement

Continuous Improvement Process Reengineering

Incremental Change Radical Transformation
People Focus People & Technology Focus
Low Investment High Investment
Improve Existing Rebuild
Work Unit Driven Champion Driven

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BPR Characteristics

Systems Philosophy

Global Perspective on Business Processes

Radical Improvement

Integrated Change

People Centred

Focus on End-Customers

Process-Based

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Framework For Assessing Reengineering

Part A
Assessing the Organization’s Decision to Pursue
Reengineering
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?
PalGov © 2011 11

Part B
Assessing the New Process' Development
4: Is the Reengineering Project Appropriately
Managed?
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?

PalGov © 2011 12

Part C
Assessing Project Implementation and Results
7: Is the Agency Following a Comprehensive
Implementation Plan?
8: Are Agency Executives Addressing Change
Management Issues?
9: Is the New Process Achieving the Desired
Results?

PalGov © 2011 13

BPM Best practices

From:
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

PalGov © 2011 14

BPM Best practices

From:
Best Practices
August 31, 2009

PalGov © 2011 15

BPM Best practices

From:
Best Practices
August 31, 2009

PalGov © 2011 16

BPM Best practices

From:
Best Practices
August 31, 2009

PalGov © 2011 17

BPM Best practices

From:
Best Practices
August 31, 2009

PalGov © 2011 18

BPM Best practices

From:
Best Practices
August 31, 2009

PalGov © 2011 19

Best Practices List

1. A Strong Partnership With IT
2. 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 People
8. Manage Expectations
9. Benchmark the Current Process
10. Define Key Performance Indicators (KPIs)
11. Foster Cultural Change
12. Focus on Your Customer
13. Focus on Your Process Workers
14. Take a Board View of Training
15. Profit from Experience
16. Develop a Robust Governance Framework

PalGov © 2011 20

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
that can be enhanced by the use of
technology.
• A strong partnership between business
and IT will ensure a smoother project.

e-Government Lifelong 21
Learning

2- Create a BPM Enterprise Implementation Team
(EIT)

Create a BPM EIT that is:
• cross-functional organization
• comprised of committed
To:
develop and implement a Pilot project
enabling the delivery of a quick solution
to an immediate problem and proves
the overall approach.

PalGov © 2011 22

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

PalGov © 2011 23

4- Select a Process Methodology

It is the methodology not the technology
that provide the success.
BPM is primarily a management
discipline that requires a guiding
methodology or set of methodologies.
It provides common language, and it
must cover the whole process life
cycle.

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5- Secure Executive Sponsorship

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

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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
• Measurable
• Significant impact
• Visible
• Visible benefit
• Good ROI
• Clear scope
• Extendable
• Connected to a strategic or operational objective
• Well documented with knowledgeable subject matters

PalGov © 2011 26

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
• 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

PalGov © 2011 27

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

• Manage expectations and understand
why people are involved and their
“personal wins”
• Success criteria to successful MBP
should be agreed on and documented

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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 processes
o Identify key activities
o Who does it - Map out individual roles
o When is it done
o 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

PalGov © 2011 30

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
and can be mapped to business goals
and objectives.
• Developing a ROI model will assist in
the analysis of the success of BPM.

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11- Foster Cultural Change

• Different cultures need different
approaches
• People will need to be encouraged to come
with ideas
• Management will need to lead by example

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12- Focus on Your Customer

• Again, it is not using technology what will
make the change. It is the management and
the customer satisfaction.
• BPM has been more successful than
previous ‘process oriented’ approaches
because it blends technology with
management best practice

PalGov © 2011 33

13- Focus on Your Process Workers

• Shield the business users from the
infrastructure.
• Use technology to simplify processes.
• Use friendly graphical user interfaces.
• Listen to the business users.

PalGov © 2011 34

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.

PalGov © 2011 36

16- Develop a Robust Governance
Framework

Governance Framework are: rules,
policies and communication
mechanisms that control how people
make decisions and initiate change.
For success this framework should be
built.

PalGov © 2011 37

Course Activity

• ARTICLES (READING ACTIVITY)
The Marriage of BPM and Six Sigma

By: Marvin M. Wurtzel, President,
Marvin M. Wurtzel & Associates
Tuesday October 30, 2007
• http://www.bpminstitute.org/articles/arti
cle/article/the-marriage-of-bpm-and-
six-sigma/news-browse/13.html
PalGov © 2011 38

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.

39

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.
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

PalGov © 2011 41

Pal gov.tutorial1.session15 16

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