nexus bpr overview aug-2012

Copyright © 2010 Allscripts Healthcare Solutions, Inc.

Nexus Program

Business Process Reengineering (BPR)

Overview

August 2012 1

| Copyright © 2010 Allscripts Healthcare Solutions, Inc. A Connected Community of Health

Agenda

• Definition

• Strategic Alignment & Benefits

• Assumptions

• Organization & Timeline

• Standards & Methods

• Document Management

2


Definition

Business Process Reengineering (BPR) typically

includes:

• Business Goals & Strategy

• Key Performance Indicators (KPIs) & Metrics

• Process Redesign (Current to Future State)

• Process Integration (across Business Cycles)

• Process Simulation (validate future state

performance)

• Process Optimization (fine tuning & recalibration) 3


Strategic Goals

The purpose of the Nexus Business Process

Reengineering (BPR) initiative is to ensure that the

strategic goals are achieved:

• Enable Legacy Allscripts and Legacy Eclipsys

integration

• Solve for future state including process organizational

alignment

• Automate & streamline our processes &

operations

• Reduce process complexity4


Strategic Alignment

5

Process IntegrationFuture StateBusiness

RequirementCurrent State

Strategy & Metrics

Future processes are engineered:

In alignment with business simplification & integration

strategy

To optimize key performance indicators (KPIs) & key process

metrics

To position Allscripts for growth and market leadership


Methodology Context

6

Business Process Re-engineering


Benefits

• Serve as blueprint for business integration & automation

• Enable process engineering at all levels of the organization

• Minimize cost of rework (exponential increase without BPR)

• Enable cross-functional gap analysis & closure

• Provide framework for downstream project deliverables

(traceability)

• Serve as on-boarding guide for new hires

• Serve as starting point for future BPR initiatives

7


Traceability

Process Model

Business Procedures

Risk / Compliance Controls

Training Material

Functional Design Test Scripts

Technical Design Development

8


Future State – Level 0Allscripts

9


Future State – Level 1Allscripts > Finance to Reporting

10


Future State – Level 3Allscripts > Finance to Reporting > Accounts Receivable

11


Assumptions

• Achieve BPR goals with minimal impact on current

projects

• Focus on release 4 end-state (no interim states for

now)

• Future state flows will be reviewed by Operating

Committee

• Feedback will be processed & incorporated when

applicable

• Process ownership (swim lanes) will be clearly

delineated

• “Concept to Item” future state will be limited to

level 1

12


BPR OrganizationOC# Business Cycle BPR Lead Nexus Lead Business Lead

1, 2 Market to Quote Vince McCant Chip Stephenson Dunn & Roberts

1, 2 Order to Cash - Oracle Vince McCant Chris Tyrrell Kemmy Lee

2 Concept to Item Vince McCant Joseph Ilebode TBD

2 Master Data Mngt. Vince McCant Chandra N Amanda Mitchell / K. Lee

3 Hire to Retire Fouad Guediri Satinder Singh Michael Scott/Alex Small

3 Procure to Invoice / AP Rob Littwin Mike Greer Alexis Zecher

3 Acquire to Retire Rob Littwin Hugo Balboa Alexis Zecher

4 Project to Profit - Oracle Vince McCant Paige Peterson Billy Moffat

4 Project to Profit - Clarity Vince McCant Jody Adams Tim O’Roark

4 Finance to Reporting Srini Mukkuvilli Hugo Balboa Hugo Balboa/John King

5 LMS SABA e-Learning Vince McCant Chuck Hillson Brom Stevens

5 Case to Resolution Rob Littwin Wayne Johnson Bill Talbert

13


BPR Lead’s Responsibilities

Future State

• Consolidate & standardize process flows

• Collect leadership feedback & resolve gaps

• Close integration gaps across business cycles

Current State

• Document current state processes

• Close gaps between current & future state

14


Operating Committee ReviewsOC

Review Agenda Dates Status

#1Offsite

• Market to Quote• Order to Cash

3/19 – 3/20 Done

#2Onsite Atlanta

• Order to Cash (cont’d) Sales Contract Admin.; Subsidy; 3rd

Party; Instance Management• Case to Resolution• Master Data Management

Customer, Item, BOM, Configuration; Pricing; Design to Release

6/11 – 6/12 Done

#3Onsite Atlanta

• Project to Profit• Procure to Invoice, Accounts Payable (AP)• Acquire to Retire

7/16 – 7/18 Done

#4Onsite Atlanta

• Finance to Reporting• Hire to Retire• LMS SABA e-Learning

8/20 – 8/22 Done

15


STANDARDS & METHODS

This section outlines the Business Process Reengineering

standards & methods used across all Nexus programs

16


Standard Shapes (1)Symbol Name Description

Subprocess Shape indicates that this process has a further level of detail. Clicking on this shape should lead to a lower level process flow

Fully Automated Process

Shape indicates that this process step is performed entirely by the system, such as a Batch Job that runs in the background

System Supported Process

Shape indicates that this process is supported by an enterprise system. The user can enter data manually, but the data is stored & processed by the enterprise system

Customized Process

Shape indicates that the enterprise system requires customization in order to support this process

17

Subprocess

Fully Automated

Process

System-supported

Process

Customized Process


Standard Shapes (2)

18

Symbol Name Description

Manual Process

Process is performed outside of an enterprise system, such as entering data on a paper form or local Excel file

Off-page Outgoing

Shape is hyperlinked to an incoming connector into another process flow

Off-page Incoming

Shape is hyperlinked to an outgoing connector from another process flow

External Flow Information flow from/to a process outside of level 0 scope, such as external client process

Document Paper document

Data Data container, such as spreadsheet, project plan, etc.

Manual Process

Off-pageOutgoing

Off-pageIncoming

External Flow

Document

Data


Modeling Approach

• Proceed top-down starting from level 0

• Maintain focus on business objectives, KPIs &

Metrics

• Identify all process actors (organizations and

roles)

• Capture all relevant process inputs & outputs

• Identify cross-functional dependencies

• Differentiate manual from automated steps

• Specify underlying information systems & event

IDs

19


Modeling Rules (1)

• Use latest Nexus BPR Template (Workspace)

• Always use shapes from Nexus BPR stencil (part of

template)

• Provide brief description of what the process does

• Minimize number of shapes per page (5 – 12)

• All levels (1,2,3) must connect back to level 0

• Swim-lanes represent business functions or roles

(not systems)

• Swim-lane names must be standardized 20


Modeling Rules (2)

• Process co-ownership must be justified (pick a

primary owner)

• Off-page outgoing connectors must be named

after the destination process name

• Off-page incoming connectors must be named

after the originating process name

• Off-page connector pairs (outgoing / incoming)

must have the same color

21


BPR Stencil

Use these steps to import the standard BPR

Visio Stencil

• Open Workspace (Nexus Document Management System)

• Go to folder /Documentation/Bus Process

Reengineering/BPR Methods

• Download the NEXUS BPR Visio Stencil

• Save stencil to your local drive /Documents > My

Documents > My Shapes

• Open the Visio file you want to work on

• From Shapes Window (left bar) > More Shapes > My Shapes

• Select NEXUS BPR Stencil

• ALWAYS pull shapes from the NEXUS BPR Stencil

22


BPR Template – New Flow

If creating a NEW Visio process flow

• Make sure you have already imported the BPR Stencil

(previous page)

• Open Workspace (Nexus Document Management System)

• Go to folder /Documentation/Bus Process

Reengineering/BPR Methods/

• Download the Visio Template NEXUS BPR Template

• Open the template, the file name will default to

Drawing1.vsd

• Rename Drawing1 to your chosen file name

• From Shapes Window (left bar) > More Shapes > My Shapes

• Select NEXUS BPR Stencil

23


Shape AttributesShape Attribute Description

Function The FUNCTION attribute is the name of the swim-lane. When moving a shape to a swim-lane, the shape’s Function attribute automatically inherits the name of the swim-lane. BPR Leads will ensure that swim-lane names are standardized across all NEXUS BPR flows

System Refers to the underlying information system platform that supports the process (Oracle, Salesforce.com, Clarity, LMS, etc.)

Event ID Refers to the ID used in the Nexus High Level Design > Process Architecture deliverable Future State Process Model (MS-Word)

RICE Custom Reports, Interfaces, Conversions & system Extensions

Status Not used yet

24


Process Inputs & Outputs

• Arrows indicate information/data flows between

processes

• Arrows represent process inputs & outputs

• Inputs & Outputs are key to enterprise process

INTEGRATION

• Key outputs must be rolled up to parent process

• Off-page connectors “carry” information across

functions

• BPR Leads will help close all integration gaps 25


DOCUMENT MANAGEMENT

All BPR documentation will be stored and managed in the

standard Nexus Document Management System

(Workspace)

26


Document Control

• All BPR documentation

will be managed via

Workspace

• BPR has a dedicated

folder

• Access rights will be

assigned as needed

27


Folder Structure

• “Methods” folder has

template, stencil, etc.

• “Future state” folder is

structured by Business

Cycle

• Integrated models are

stored in “Integration”

folders 28


Document Updates

BPR documentation will be updated

periodically

Always use the latest Nexus BPR Visio

Template

Always use the latest Nexus BPR Visio

Stencil

Level 1 flows will be added/revised

periodically

Executive presentations will be posted

after each offsite session

29


QUESTIONS & ANSWERS

Forward questions / concerns / suggestions to:

Farid Guediri, Nexus Program, Operations Team

[email protected]

30

mailto:[email protected]

mailto:[email protected]

nexus bpr overview aug-2012

Documents

allscripts finance

legacy allscripts

reporting10 copyright

market leadership copyright

item future state

nowfuture state flows

current projectsfocus

starting point