Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign & Innovation University of Maryland, University College November 21, 2003 USM Regional PeopleSoft Conference

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Introductions Presenters: Cynthia Kelly, Coppin State College Katharin Brink, Cedar Consulting Dennis Bortolus, Cedar Consulting Participants: please give name, institution, role and interest in Process Innovation.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Objectives for Today Self Assessment of Business Process Redesign Review Thomas Davenport’s Process Innovation Model as applied to Coppin State Review Business Process Change Example in Office of Human Resources Coppin State Brainstorm Strategies for Ongoing Innovation Assessment and Adaptation

What is Process Innovation Process innovation combines adopting a process view of business functions with the application of new ideas and technology. Process innovation depends on the transfer of knowledge and information. Innovatio n

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. 5 Migrating to a new process requires understanding the current one. Recognizing problems in an existing process ensures that problems are not repeated in the new process. Analyzing current process reveals strategies for new process. Promoting individual and organizational learning strategies sustains process innovation. Keys to Process Innovation

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. 6 Determine rationale for change Describe the process context Understand the current process Explore new ways of doing things Redesign process Steps in Innovation Change Process

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: A Self Assessment Design and Development How was process reviewed and by whom, what policies were impacted; what criteria used for new design? Staffing and Training What was impact on role reassignment, role definition, job descriptions, training and professional development opportunities? Cross-functional Coordination How were cross functional decisions made, redundancies identified and eliminated; communications improved? Process and Report Management How does enhanced reporting inform ongoing process review; how are measurements used for continuous improvement?

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: Coppin State Self Assessment Design and Development Key objective: eliminate time sheets and get personnel requisition on line. Created “as is” process flow documents. Included all staff members in analysis of each process No controlling assumptions affected design process. No policy changes required yet.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: Coppin State Self Assessment Staffing and Training No job reassignments were required, though there may need to be in the future. All training complete for scheduled roll out groups. New employees trained individually. No formal feedback mechanism established - have invited comments through . Benchmarks are qualitative, not quantitative: have all employees following the process and get through PS processes in a timely way.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: Coppin State Self Assessment Cross-functional Coordination Separate training provided for Payroll processes. Some training developed as need was identified. Not all redundant processes have been eliminated – still working on assuring reliable data. Checks and balanced occur in payroll processes, though some processes depend on data entry timing. New processes announced via . Web Time Entry not available outside network yet.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: Coppin State Self Assessment Process and Report Management Exception reporting process identifies continuing, repetitive errors and provides information to improve design and training. New time history report needs to be reviewed at mid management level. No performance metrics have been set.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Business Process Redesign: Outcomes and Benefits Time Entry Implementation has been complete to all FT employees ( and some contractual employees) since 7/2003. Reduced paper to distribute, collect and manage and file. Reduced manual labor. Better access from individual workstations.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved Elimination or decrease in manual processes. 2.Coordination of processes across distances. 3.Change of process sequence; allow parallel processes. 4.Capturing process information to understand process better. 5.Improved analysis of information and decision making 6.Capture and distribute organization information 7.Monitoring process status. 8.Coordination of tasks and processes (cross functional). 9.Elimination of go betweens & multiple authorizations. Attributes of Innovative Processes

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Parallel processing Virtual linkages Simultaneous entry and review Transaction volume Document management Priority processing Transaction type More web information Improve IVR service Increase self-service Reduce access to files Multiple sites on campus Coordination with other departments Innovation Strategies Automation Geographic Process Sequence Tracking

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Process cycle times FAQs? Peak processing Customer profiles Innovation Strategies Integration Coordination of activities Policy and process alignment Scheduling and planning Reduce # of authorizations Eliminate double handling Create purposeful roles Go Betweens Information Management information Scheduling, staffing, process design Analysis Knowledge Knowledge Management Standard operating procedures Regulation and statutory changes

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Innovation Attribute Comparison N/A Go Betweens

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Focusing Redesign Energy Think time line – near term, long-term. Think cost – no/low cost, new resources or reallocated resources. Think capabilities: knowledge, expertise, experience, staff-power. Think priorities: must change, should change, could change. Think technology: have it, get it, use it.

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved. Questions and Answers Thank you for your participation.