ORGANIZATION MODELING OVERVIEW

Dr. Denice D. Withrow, ISCmwmpremierconsulting@comcast.netMay 20, 2013

Cleveland Chapter Presentation

The Next Sixty Minutes

Differs from Enterprise Analysis

Components of Organizational Modeling

Top-down then bottom-up

Right people at the table

Choosing the correct tools

Centralized repository

There is a Difference

Enterprise Analysis is the breaking apart of an enterprise. This includes looking at the people, processes, and technology aspects of the enterprise to better understand it and to recommend changes and improvements

Organizational Modeling is used to describe the roles, responsibilities, and reporting structures that exist within and organization and to align those structures with the organization's goals

Enterprise Analysis Tasks

Let’s Describe Org Modeling

Describes how the organization is structured

Defines the scope of each respective business unit

Helps identify employee knowledge and common skill sets

Unites employees with a common purpose or goal

Description 9.19.2

Why do modeling?

Understand the roles each person plays Understand the responsibilities of role

player Understand the reporting structure Why do we do it?

Align those structures with the goal of the organization

Provides end-to-end accountability for a business process*

*Purpose 9.19.1

Functions

Encourage shared skills and expertise Standardize processes What is the benefit?

Bolster consistency in work efforts Remove duplication of work efforts Create cohesiveness within work functions

Elements 9.19.3.1

Market Orientation

How can we group our models? Top-Down or Bottom-Up

Customer groups Geographical area Project types Process types

Format that best serves the business model and furthers strategic goals*

Elements 9.19.3.1

Management Reporting Matrix What process model types do managers

need? Product – supply chain Service – end-to-end Project – people and technology Functional area – people, technology, and

process Format that best serves the business model

and strategic goals*

Elements 9.19.3.1

Roles

What creates a solid role-based organization model? Based on skills Based on knowledge Based on responsibilities Type of work performed Interdepartmental relationships

People, process, and technology

Elements 9.19.3.2

Interfaces (not system interfaces) Face-to-face understanding*

Common work products shared between business units

Formal and informal defined work products Flexible agreements for work product

content

*Elements 9.19.3.3

Organization Charts

Organizational Units Lines of Reporting How we use org charts

Advantages helps coordinate work efforts between groups

Disadvantages cumbersome during organizational design Informal lines of authority

Elements 9.19.3.4

How do we put it together?

Understand the Project Management Framework and Change Management Framework

DMAIC or DAIC Define – project initiation; business plan, new

initiation request, project charter and funding request

Measure – define and create requirements Analyze – create technical architecture details Improve – component integration, system, and user

acceptance testing efforts Control – role it out for business as usual, warranty

How do we put it together?

Have the right people at the table Top-down then Bottom-up Management has a mile-high view Advantages

Management identifies organizational goals Understand policies and procedures

Disadvantages Management may not know the rules Informal lines of reporting

How do we put it together?

Use streamlined process modeling – Six Sigma Remove the unnecessary and inefficient steps in

the “AS-IS” model Make recommendations that better serve the

“TO-BE” model Obtain approval for each model Ensure models are successfully linked

together Ensure models are properly saved in the

correct repository

Popular BPM Modeling Tools

How do we put it together?

Use a tool that your platform supports

How do we put it together?

Use a tool that your platform supports (cont.)

ARIS Express

ARIS Express

ARIS Express

ARIS Express

ARIS Express

ARIS Express vs. ARIS

What does all of this mean?

Process Intelligence - solution makes it possible to define process objectives to facilitate measurement, monitoring, analysis, and optimization of live business processes in real time.

Recap

Understand the framework Understand the tools you are working

with or make valid recommendations to upgrade

Get the right people to the table Start at the top Develop root level processes

Obtain approvals Bundle and store final flows correctly

Questions and Comments

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