process improvement (bpm)

Process Improvement (BPM)

Presentation to LITN Mike Ouska, CIO - LSS of Illinois

October 2008

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Agenda• Process Improvement/BPM: What is

it?• Experiences at LSS of Illinois• Why do it?• How to do it• Lessons Learned• Why do it? (revisited)

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What is it?

• Business Process Management (BPM) is a well-established set of techniques for analyzing and improving business processes

• Not necessarily involving system changes

• Related to TQM, et. al.

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What is it?•LSS-Illinois calls it “Process

Improvement” instead of “BPM” to be less formal.

•BPM professionals might frown on using the term. BPM = (Process Improvement + Reengineering)

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What is it?

• “BPM” is also a category of software.

• Lots of BPM SW choices: IBM, Fujitsu, Appian, EMC/Documentum, Savvion, JBoss, Metastorm, BEA, InRule, Global360, Agila by Apache, Peoplesoft, SAP, etc.

• Not practical for most non-profits

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Experiences at LSS-Illinois

• Historically, I/T avoided it.• I/T Project Charters explicitly

stated that process improvement was “out of scope.”

• In reality, on-the-fly re-engineering snuck in either with or without I/T’s help.

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Experiences at LSS Illinois

• Some I/T projects would have benefited from BPM– Avoid duplicating inefficient processes– Utilize full capabilities of systems– Improve user experience– Potentially reduce costs

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Experiences at LSS Illinois

• In early 2008, CIO convinced Sr. Management to start Process Improvement Initiative (led by CIO)

• Mission was to identify and perform Process Improvement projects whether or not they involved Systems.

• Why? (covered below)

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Experiences at LSS Illinois

• Formed and educated the Process Improvement Steering Committee

• Educated top 20 Executives on BPM.• Visited Programs sites to gather the

long list of potential projects.• Analyzed Steering favorite projects.• Chose first project and named team.

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Experiences at LSS Illinois

• Projects Done or In Process:– Nursing Home Admissions

(twice!)– Mobile Foster Care Case Worker– Time & Attendance (part of an I/T

project)

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Why Do It?

• Arguments Against– Can involve many

depts./functions– Long, difficult, risky projects– Not I/T ‘s job– I/T has enough to do– Resistance

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Why Do It?

• Budget review led CIO to consider how I/T can have a bigger impact, for example:– Agency travel budget as big as I/T

budget– Occupancy 10% of agency budget– 2000 employees using inefficient

processes for time reporting, expense reporting, purchasing, vouchering, etc.

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How to do it• Map current processes (“As Is”)• If making incremental

improvement, modify the “As Is” to become the “To Be”

• If re-engineering, start with blank page to produce “To Be”

• Develop implementation steps, etc.

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How to do it

• SME’s & Decision Makers in room

• Blank Wall• Swim lanes & Post-it Notes• Two-person teams (facilitator

and scribe)

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How to do it?

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Lessons Learned• Process Analysis improved the

solution in the Mobile CW Project– Printing from other offices– Instant Messaging from Courthouse– Electronic Court Calendar– Items for Security Policy– Equipment and Supplies

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Lessons Learned• How long does it take?

Project As Is To Be

Nursing Admissions 49 Hrs in 12 weeks

Mobile Case Workers

67 Hrs in 4 weeks

57 Hrs in 6

weeks

Time & Attendance

74 Hrs in 3 weeks TBD

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Lessons Learned• Scheduling and logistic challenges• Resist developing the solution

during “As Is” mapping• Preconceived ideas of what the

problem is may be wrong.• Don’t be afraid to be a “process

expert”

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Lessons Learned

• Consider significantly different solutions (re-engineering) or even (dare I say) innovations

• Get buy-in from all levels of management

• Must have the right people in the analysis meetings.

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Lessons Learned

• Must have the right people in the analysis meetings.– Knowledgeable– Persistent– Responsible– Open-minded

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Why Do It? (revisited)

• Benefit to your Agency• Benefit to your Career

“Innovation distinguishes between a leader and a follower.” Steve Jobs

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Recommended Reading

For information on how to conduct a BPM session, please see

Business Process Change, Paul Harmon