Today an effective business process management is key to maintain competitive advantage in a market characterized by an increasing pace of change. Process management literature review revealed two main managerial approaches: one is represented by those methodologies based on process models which adopt an “a priori” approach (i.e. BPR), the other by methodologies that adopt an “a posteriori” approach by analyzing real process activities (i.e. Process Mining). The evolution study of these two methodological lines revealed their progressive convergence towards semi-structured process analysis. This type of processes are especially common among service oriented companies and all knowledge intensive activities.
My thesis suggests a new systemic and collaboration oriented approach to semi-structured process management. Its development considered four main perspectives: structured activities analysis, unstructured and dynamic activities analysis, behavioral studies in process management and finally information systems support. The model obtained provides, in a sequence of consistent steps, the combination of different analysis techniques that aim to enhance semi-structured processes comprehension and to enable their optimization.
The suggested integrated approach, tested by applying it to real case study, intends to open the doors for a new, complete and collaboration oriented semi-structured processes management support system development.
3. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page2
Introduction and context
PROCESSESTYPES
semi-structuredprocesses
B
A
unstructuredprocesses
B
A
structuredprocesses B
A
6. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page5
Mapping of the existing methodologies
“a priori”
approach
“a posteriori”
approach
structured
processes
unstructured
processes
SOCIAL BPM
BUSINESS
PROCESS
MANAGEMENT
BUSINESS
PROCESS
REENGINEERING
BUSINESS
PROCESS
IMPRO-
VEMENT
SOCIAL
NETWORK
ANALYSIS
ORGANIZATIONAL
NETWORK
ANALYSIS
PROCESS MINING
HUMAN
PROCESS
MANAGEMENT
semi-structured
processes
SEMI-STRUCTURED PROCESSES
ANALYSIS AND IMPROVEMENT
BY USING A MIXED APPROACH
7. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page6
Key guidelines for the new model development
Enablethechangealreadyfromthemethodologyintroductionphase
throughearlyemployeesinvolvement
Analyzeboththeprocessesmodeland
therealexecutedactivitiesflow
Evaluateemployees’culturaltraitsand
theinterpersonalrelationsonwhichcollaborationisbased
Definesystemicchangeactionsthatintegrate
differentapproachesrelatedtoprocesses,toolsandculture
Developaself-improvingmodelthatenable
processescontinuousimprovement
8. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page7
New methodology structure
PHASE 1 PHASE 2 PHASE 3
SETTING ANALYSIS DEVELOPMENT
Targets:
‣ Understand which processes and company areas
to act on
‣ Define the targets to achieve with the
methodology introduction
‣ Set up the project governance and define key
roles
‣ Share the main information about the project
development, the decisions that were taken, the
governance structure and the future activities
Targets:
‣ Analyse both the structured and
unstructured activities to achieve
a deep understanding of the
selected processes
‣ Evaluate the cultural traits of the
employees to define incetives
schemes in order to enable
collaboration
‣ Achieve a unified vision of all the
elements analysed
Targets:
‣ Define an action plan to change the processes
structure on three levels:
‣ simplify the processes structures acting on
activities and employees roles
‣ introduce the support of the right tools
‣ enable collaboration by enstablishing the
right incentives schemes through the
behavioural traits evaluation
‣ Set up a monitoring system to evaluate the
processes status and the efficacy of the action
defined
12. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page11
Analysis: unstructured activities analysis
A
B
C
D
E
F
H
1. Activitiesflowsevalutationforeachprocessmain
phasethroughrelationalnetworkanalysis
2. Identificationoftheframeworktowhichthe
unstructuredactivitiesareattributableata
probabilisticlevel
3. Analysisofindividualworkloadandpersonal
relationshipsamongcolleagues
4. Collaborationevalutationamongthedifferent
organizationalunits
5. Processcriticalelementsidentificationtoevaluate
potentialcorrectiveactions
13. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page12
Development phase
1110
A
B
C
Tools
Processes
Culture
Correction actions
definition
Setupamonitoringsystemto
evaluatetheprocessesstatusand
theefficacyoftheactiondefined
Monitoring and control
system definition
Correctionactionsintegrate
toolsintroduction,processeschanges
andcultureshifts
Enabling
continuousimprovement
14. MicheleD’Aliessi - AdaptiveBusinessCollaboration - PolitecnicodiMilano Page13
Utilized methodologies and tools
1110
A
B
C
5 6
7 8
91 2 3 4
Sphere
of action
Project
Governance
BPM analysis
BPMN mapping
Cultural
analysis
questionnaire
Methodologies:
ONA
Process Mining
HPM
specific ONA
Interpersonal
relations
analysys
reviewed
interpersonal
relations
analysys
Action Point
Planning
matrix
EXISTING
METHODOLOGIESDEVELOPEDTOOLS
Monitoring
system
evolution