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CSU Work Process Improvement (WPI) 2006 A balancing act to survive Understand what we need to do Promote what we do & our outputs Do Stuff / Get.

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Presentation on theme: "CSU Work Process Improvement (WPI) 2006 A balancing act to survive Understand what we need to do Promote what we do & our outputs Do Stuff / Get."— Presentation transcript:

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2 CSU Work Process Improvement (WPI)

3 2006 A balancing act to survive Understand what we need to do Promote what we do & our outputs Do Stuff / Get results

4 Enterprises are complicated and complex Everyone has a different view / perspective / window / frame / ref point How does it ever move ahead ? Should we simply accept that it does? We need something to talk at – a constant

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6 People Committees Events Locations Data Procedures Systems Initiatives Risk Projects Easy wins Regulations Working Parties Rules Stakeholders Hot Spots Strengths Weaknesses Goals Roles Pain Points Strategy Organisational Overlays?

7 Organisational Constants? Organisation Who Location Where Rules, Controls, Strategy Why Events When Things (assets, programs, subjects, …) What Process How

8 Why Process? Apps are implementation of process Process is the hub … Map process to data, initiatives, org units, systems, goals, … > get good results We’re using process in enterprise modelling - loosely based on Holcman

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11 This goal impacts on these orgs These orgs are working on these goals These orgs use the same data This data is important to X orgs This org has these systems These orgs have no systems These systems are used by This goal has no data about it This data is impacted by these goals This system helps with X goals These goals impact on these systems This goal has no system These systems use the same piece of data These orgs do these processes These are common processes done by many orgs This goal impacts on these processes These processes do nothing towards goal This process needs this data These processes need same data Data collected no-one cares about The same process uses diff systems This system can do these processes This process is not supported by a system

12 People Committees Events Locations Data Procedures Systems Initiatives Risk Projects Easy wins Key Dates Regulations Working Parties Rules Stakeholders Hot Spots Strengths Weaknesses Goals Roles Pain Points Strategy Inductions PROCESS

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14 CSU Process Model Preliminary Conceptual Independent Primitive Stable Integrative Useful

15 Overlay Systems

16 Overlay Procedures

17 Overlay Project bids for 2006

18 Overlay Approved 2006 projects

19 Overlay The List???

20 Overlay Commonality

21 Provide Services Support customers of those services Provide advice and strategy to CSU wrt their speciality FM, SS, IT (all enablers)

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23 But what are the processes? And how good are they in the first place?

24 Method Determining and analysing stakeholders and process - loosely based on Burlton Collection by org unit (not ideal) Some reverse engineering of stakeholders

25 Burlton in 7 lines Consider your strategy Understand your stakeholders in that context Est interactions > core & enabling processes Using your strategy and the above Determine which process has the most pain Determine which process has the most impact (gain) Map Pain vs Gain > To get initiatives & priorities

26 NB This is the initiatives and priorities that process is informing you about You then need to consider this with all the other things that EA has thrown up – eg data, technology, roles, … Add them to “The List” – you are finding solutions to deep root causes and issues that need to be prioritised

27 WPI Mid 2005 Business Process Improvement Worked with OD – “please let us help” Became a project with CSU wide steering committee and a DVC Sponsor

28 Project Stage 1: Opportunity Identification Stage 2: Initiative implementation

29 What are the key interactions between the Faculty/Division and internal and external stakeholders ? How effective are Core processes in managing those interactions ? What contribution do enabling processes make and how effective are they ?

30 Project Resources Concepts & Kick Off –Contracted process analyst, DB and Org Devel P/T for 4-6 months Collection & Analysis –Contracted PM / lead process analyst –Contract BA –Internal trainee BA –P/T admin support –Est months

31 Work Products Stakeholder models / Interaction tables Process models (core, enabling, planning, governing) Core process health checks Issues ID and narratives Contributor matrices Process profiles / EA data collection Org unit summary reports

32 Issues Delays in getting access to senior staff in sectional areas. Competing strategic and tactical initiatives has drawn on peoples time (The List!!!) Workshop logistics – multi-campus etc

33 Issues Expectation mgmt –Collect process and leaving them with own initiatives –It’s not about procedures Independence from Org structure Keeping momentum going over 12 months Conversion into the Enterprise Model

34 Process Organisation Owner Expert Stakeholder Goals Risk Services Issues Data Initiatives Controls Systems Events

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36 Spin Offs – Interim Report “Process reviews generating improved understanding within org unit as to internal and cross org processes” “Some org units are undertaking quick wins triggered by workshop engagements” “Growing appreciation that process improvement efforts should consider impacts across the org”

37 Spin Offs The patterns Services > Central help > Service Cat Strategic Plan Invites to other units for reviews / advice Application sharing Application Portfolio

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39 Tips Use skilled facilitators – someone who knows process, done it, communicator Do your homework Prepare straw models Start with the advocates Make the connections to EA all the time It’s not about BPEL/SOA/… for ages

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