Practical Business Process Re-engineering Training

1. Practical Business Process
Reengineering
By: Mohammad Saleh
Independent Institutional Development Consultant
January 2013
1

2. Contact Information
msaleh2000@hotmail.com
http://daily-chat.blogspot.com/
http://jo.linkedin.com/pub/mohammad-saleh/3/2b/4b9
@msaleh2000
mohammadasaleh
2

3. Agenda (BPR Steps)
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
3

4. Big Words, we use them only to sell our services
BPR
ISO BPI
Service
Improvement
Good
BPM
Practices
Best
TQM
Practices
4

5. BPR Definition
One of the definitions
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
5

6. The one million dollars question
Is BPR what we are really
looking for??????
6

7. Initial Questions
Mission
and
Strategic Goals
Has the agency identified
performance problems and set
improvement goals
Should the agency engaged in reengineering
7

8. Rule #1 & Rule #2
There is nothing wrong
You need to think of or right; What matters
BPR as an Art not a is whether a particular
Science solution works for a
particular situation.
8

9. BPR Approach
Capacity
Collaboration Standardization Structured Innovative Practical
Building
9

10. Process Improvement Environment
Elements
Strategies and
Policies
Operations
Suppliers (Services and
Processes)
Human
Customers
Resources
Infrastructure
Partners and other
Resources
Legalization
10

11. BPR Seven Steps
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
11

12. Actual BPR Steps in Jordan
1 • Pre-BPR
2 • Design and Planning
Change Management
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
10 • Implementation
12

13. 1. Pre-BPR
Identify
Main Goals
and Needs
13

14. 2. Design & Planning
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.
14

15. Methods and Deliverables
Method
Phase Kick-off Meeting
Deliverables
Detailed Work Plan
Interviews and Workshops Schedule
15

16. 3. Develop and agree on Conventions
Manual
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.
16

17. Convention 1 (Websphere)
17

18. Convention 2 (Visio)
18

19. Methods and Deliverables
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
19

20. 4. Discovery and “As-Is” Analysis
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
20

21. Methods and Deliverables
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).
21

22. Document Organization Structure
TV Channel as example
Manager
Internal
Audit
Acquisition Production Library Channel 1 Channel 2 Marketing
22

23. Identify Main Services
TV Channel as example
Acquisition / Dobbing / Store at
Scheduling Broadcasting
Production Translation Library
23

24. Stakeholders Analysis
Identify Classify Prioritize
24

25. Identify Stakeholder
Service 1 Service 2 Service 3
TV Ministry of Interior Municipality
(Broadcasting) (Residency) (Licensing)
Foreigners
Audience Individuals
Residents
Advertisers Guarantor Contactors
Ministry of Governmental
Regulators
Health Agencies
Ministry of
Labor
PSD
25

26. Classify Main Stakeholders Types
Suppliers
Partners
Customers
26

27. Prioritize Stakeholders According to
our Strategic Goals
High High
Keep Satisfied Manage Closely
Advertisers
Audience Production Companies
Power
Monitor (minimum Keep Informed
effort)
Furniture Suppliers Some Partners
Low
Interest27 High

28. Power/ Interest Grid
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
28

29. Identify Needs, Expectations and
Aspiration
Client Surveys
Clients Complaints
Focus Groups
Structured Interviews
29

30. Document As Is
•Organizational Structure
1
•Human Resources
2
•Main Services
3
•Detailed Processes
4
•General Findings
5
30

31. To Be
present to develop the Analysis
New high level Proposed Apply and test
senior detailed between the
process organizational the current
managers for business “To-Be” and
concept model constraints
approval processes “As-Is”
31

32. To Be - Details
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.
32

33. Deliverables
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.
33

34. Where can you improve ?
New
Processes
HR
Regulations
Development
Space
Tools
Management
Technology
34

35. legal impact
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
35

36. Gap Analysis
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)
36

37. Methods and Deliverables
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
37

38. ITPOSMO
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)
38

39. HR Manual
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.
39

40. Method and Deliverables
Method
Desk based work
TNA (the one conducted at Change management phase)
Meeting for getting feedback and finalization of
deliverables.
Deliverables
Job Descriptions
40

41. Polices and Procedures
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
41

42. Method and Deliverables
Method
Desk based work
Meeting for getting feedback and finalization of
deliverables.
Deliverables
Policies and Procedures
Forms and templates
42

43. Planning the Implementation (Action
Plans)
•Task
•Responsibility
•Resources
•deadlines
•Outcomes
43

44. Implementation
Implement
Identify Areas
Monitor &
of
Evaluate
Improvement
44

45. Change Management
Source of Change
The changes that shall be
The introduction introduced through the BPR
efforts and the introduction of
of new approach a new organizational structure,
and the associated processes and systems.
cultural change.
The changes in
the structure,
processes, and
procedures
Change
45

46. Change Management Requirements
Awareness
Training Needs Assessment.
Training Planning.
Conduct training in different aspects, including soft
skills.
Change Management and Internal Communication.
Key players involvement
46

47. Some Modeling Tools
WebSphere Business Modeler
IDS Scheer ARIS
Microsoft Visio
47