business process management 2013 - information management roadmap workshop - matthew de george
DESCRIPTION
"About the workshop: Business performance improvement happens one decision at a time. Around each decision is a nexus of information which links the decision to your organisation's strategy, financial performance, and to customer value. When BPM initiatives aren't aligned to the way modern organisations govern and optimise information, they are limited in their effectiveness. Attend this workshop to understand how aligning your BPM initiatives with your information management agenda can dramatically improve process performance and decision-making across your organisation. Attendees will learn how to: Identify the information assets critical to your organisation Develop strategies to enhance your BPM initiative through improved information management Structure programs which integrate information with BPM Manage real-time customer experiences Create rich digital channels Drive productivity improvements"TRANSCRIPT
InformationThe Missing Ingredient to BPM Success?
AgendaTime Activity Activity Type
9am Registration Registration
9.30am Capability engineering & the missing organisational competency Presentation
9.45am Capability to information asset matrix Interactive Worksheet
10.00am Reflection – our baseline knowledge of information Discussion
10.15am Customers, Assets, and Activities Presentation
10.30am Morning refreshments & networking
10.45am Customer Life-Cycle Information Interactive Worksheet
11.00am Reflection - our customer orientation Discussion
11.15am Asset Life-Cycle Information Interactive Worksheet
11.30am Homework and next steps Presentation
11.45 Building your roadmap Interactive Worksheet
12.15 Closing Comments, Q&A All-in
12.15 Discussion, questions, suggestions[contingency]
All-in
12.30 Workshop ends
It’s not about business process management
It’s on the brochure
It’s on the brochure
Seeing the world in BPM
“Content as a searchable record of knowledge can reduce, by as much as 35%, the time employees
spend searching for information”
Social Productivity Dividend
Thanks Michelle Lambert
Single Root System
http://kuow.org/post/scientists-peek-hidden-world-tree-roots
Terms LibraryLevels of
Extraction
Work Instructions vs
DQ checksAutomation versus
Expertise
Business Rules:
activities and information
KPIs
Conceptual Data Model versus Process Reuse
Capability EngineeringLinking People, Process, Information, and Technology
Business CapabilitiesTypically, organisations are managed as a portfolio of
capabilities.
Sam Fyfe (ABS):
capability = people + methods + processes + systems + standards / frameworks + other resource
ProcessSomething somebody else should follow
where I would tend to use my own judgment
FrameworkSomething other people need to
understand before I can do my job right
Cross-Capability Competency Management
BPM and EIM are powerful allies
Information is Missing and Unmanaged
Under this view of capabilities there is no clear management of information.
Used to determine strategy
Generated by business processes
Have associated processes to validate
Requested by people
Used by people to make decisions
Stored and distributed with technology
Information can be found throughout both the ‘what’ and the ‘how’ of business capabilities management but where is the use and value of information optimised?
The key to integration across silos (including Quality, BPM, Enterprise Architecture, and business units) is
information
Primary Value in Information
IncompletenessWhen missing…. …. we find
People Lack of innovationLack of incentives No engagementNo use No “Change”
Process InconsistencyEntropy Strategy to execution gap
Information Poor decision-makingConfusionLack of trust
Technology Inefficiency Lack on innovation
Michelle Lambert, Director,
Social Media Navigator
Jobi Petty, Lead Business and Information Architect, BlueScope Steel Limited
Not ITContainers(and connectors)• Systems• Applications & Functionality• Technical Architecture
Content• Data & Information• Business Rules• Information Architecture
IT IM
Business
Service delivery
• IM disciplines are very different from (and complementary to) IT disciplines
• IM is more aligned with business-side functions than technology-side
Information Service Delivery
https://www.unboundid.com/blog/2013/10/30/counter-big-data-paranoia-with-little-data-optimism/
http://www.theengineroom.co.uk/so-this-cloud-computing-thing-whats-it-all-about/
Insert info-graphic of Big Data stats
here
Exercise 1Business Capabilities to Information Matrix
ReflectionBusiness Capabilities to Information Matrix
Customers, Assets, & Activities
Linking People, Process, Information, and Technology
“The Customer is at the Centre of
Everything We Do”
NEVER GOING
TO HAPPEN
The customer
Everything
We Do
Everything
The Customer Does
The customer
Everything
The Customer Does
The customer
Customer Life-Cycles
http://www.socialmarketingforum.net/2010/12/calculating-the-value-of-the-customer-life-cycle/
Customer Life-Cycles
http://blog.kylemcnamara.com/category/customer-life-cycle-management/
Customer Life-Cycles
http://www.oneredbird.ca/blog/bid/38863/5-Questions-Answers-the-customer-lifecycle-and-B2B-marketing
Exercise 2Customer Life-Cycle to Information Matrix
ReflectionCustomer Life-Cycle Information
Working your assets off
A few words on yield management
Assets are expensive
Assets may be a network
Inventory or Load
Inventory: Right Price, Right Customer, Right Time
Load: Smart Networks
Channel Management
Pricing & Yield Management as a
Capability Engineering
Example
Exercise 3Asset to Information Matrix
ReflectionAsset Life-Cycle Information
Homework 1Conceptual to Core Shared Data
i.e. use the language of the business
Core Shared DataEvery organisation has “core shared data”, which... has differentiating value in the operating model is required for most planning, performance management, customer
service, or key business process across business capabilities has a direct link between data quality issues and effective customer
interactions would result in operational and performance measurement / management
issues if this data is not "the same" across the org
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BPI and EIM – Common Ground
A bottom-up approach to defining a common information model would be to:
Find and define all data in all systems, processes, and information stores across the organisation
Match all definitions and content for all data to find the common information
Define priority & value based on existing information
Disadvantages include: Time consuming Does not uncover “unknowns” or information gaps Not aligned to strategic pillars Not aligned to transformation agenda
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All data
BPI and EIM – Common Ground
Unfold through engagement with executive stakeholders Align to a business transformation agenda and / or benefits management
strategy Map to specific information use cases across the operating model Has an associated CoE / CC to help the organisation approach in a
consistent manner Be managed against specific components of the operating model such as:
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Business segments & capabilities Customer touch-points Regions & Customer Segments Strategic & Shared Services
56
57
Creating Core Shared DataThe challenge is: This "core shared data" is actually only created with a balance of policy,
compliance, standardisation, technical integration, and business process integration
No “culture of collaboration and sharing” is strong enough to make 10k+ people invest once in an asset, nor would it be efficient / timely
An Enterprise Information Model delivers that policy compliance and standardisation
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Process in the Information Asset Lifecycle
Enterprise Information Model
Building Your Roadmap
Roadmap Zones
Follow the strategy / $$$Engage with stakeholders
Stretch
Target
Gather Allies
Consolidate Build
your org
Value seeking / Discovery
ModelingLead performance
improvement
Sourcing
Roadmap Initiative TypesConsolidation of existing initiatives
Business case builders & quick wins
Aligning roadmap to transformation agenda
Aligning roadmap to planned spend
Establishing registers, models, and governance
Aligning to other disciplines and allies
Creating Spectacles!
Creating Spectacles
Customer Experience Campaigns
Homework 2Do you need a Information Management Competency Centre
(do you already have one?)
CoE Blueprint
Each CoE must be managed to a blueprint:
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Shared Service
Strategic Shared ServiceAKA
“Competency Centre”
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Types of Center of ExcellenceNeed to establish scope of CoE based on two dimensions:
• Community of Practice – perform an existing set of activities better, self-manage improvement
• Shared Service – perform a defined set of activities consistently, and service manage
• Strategic Services – focus on strategy, only
• Strategic Shared Service – deliver services with a strategic agenda, to create more than the some of their parts
AKA “Competency Centre”
IMCC Maturity ModelSimplified
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Business Transformation CoEs
Self-optimisation of practices with a strategic context – rather than workforce driven optimisation (eg. CoP)
Separation of Shared Services (managed for commoditisation) and Strategic Shared Services (managed for strategic differentiation)
Shared Service
Strategic Shared Service
Strategic Services
Community of Practice
Closing Discussion