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Business Process Change Five Things You Need To Know About
Business Processes
The University of MarylandSmith School of Business
Alec SharpConsultantClariteq Systems Consulting Ltd.West
Vancouver, BC, [email protected]
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Speaker background
Alec Sharp, Clariteq Systems Consulting [email protected] 30
years consulting and facilitation experience:
Business Process Redesign / Improvement(discover, map, analyze,
improve processes)
Application Requirements definition Data Modeling and
Management
Consulting and instruction worldwide, primarily to large, global
firms
Developed methods and techniques used worldwide for business
process improvement
Principal author Workflow Modeling published by Artech House, -
best-selling book on process modeling & improvement- widely
used as MBA text and consulting guide - first edition 2001, second
edition 2009
Alec's bio:
Alec Sharp, a senior consultant with Clariteq Systems
Consulting, has deep expertise in a rare combination of fields
business process analysis and redesign, application requirements
specification, and data modelling. With almost 35 years of hands-on
consulting experience, his practical approaches and global
reputation in model-driven methods have made him a sought-after
resource in locations as diverse as Ireland, Illinois, and
India.
He is also a popular conference speaker, mixing content and
insight with irreverence and humour. Among his many top-rated
presentations are The Lost Art of Conceptual Modeling, The Human
Side of Data Modelling, Crossing the Chasm - From Process Model to
IT Requirements, and Getting Traction for Process What the Experts
Forget.
Alec literally wrote the book on business process modelling he
is the author of Workflow Modeling: Tools for Process Improvement
and Application Development, Second Edition The first edition was
published in 2001, and the second edition was published in 2009. It
has consistently been the top-selling title on business process
modelling, and is widely used as a consulting guide and as an MBA
textbook. He was also the recipient of DAMAs 2010 Professional
Achievement Award, a global award for contributions to the Data
Management field.
Alec's popular workshops on Working With Business Processes,
Data Modelling (introductory and advanced,) and Use Cases and
Services are conducted at many of the world's best-known
organisations. His classes are practical, energetic, and fun, with
the most common participant comments being best course Ive ever
had.
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Five key points
1. It's essential to have clarity on what a business process
really is
2. Existing performance measures are often functionally aligned
and work against business processes
3. Enterprise system implementations must include a business
process perspective
4. Success with business processes depends on taking a holistic
view in which six enablers are considered
5. Business processes can't be great at everything a single
strategic differentiator must be chosen
Always want to begin by de-threatenising the topic process
Easy to think of it in terms of details, rigor, control,
bureaucracy, and so on. There are many negative connotations.
What it's really about:
WHAT do we really do (or intend to do)
Then
HOW do we do it, and WHO is involved
Ultimately, then, it's a lens for managing work. Not the only
one (org/function, project/programme, geography, business unit,
product line, customer verticals, etc.) but ultimately the only one
that looks at WHAT we do and HOW we get it done.
That makes it a very powerful tool indeed for discovering,
holistically, why things work or don'twork, and what to do about
it.
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Two themes
Simple (not simplistic!) techniques,rigorously (not rigidly!)
applied,
help us accomplish a lot in a small amount of time
Process work is social work, and you must engage all
stakeholders
theres no point in designing a process that wont be adopted or
cant be sustained
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1 What is a business process?
An end-to-end, cross-functional, business process is larger than
most people expect when they think of a process.
Key point:Even within the process community there are very
different ideas of what a process is: Business Process Management
Six Sigma Lean ISO 9001
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Let's be sure we start with a clear understanding of what a
business process really is, because just about any body of work can
be described as a process. This matters because the most common
failing in process improvement is incorrect identification of
business processes
The usual statements made to define business processes in
papers, texts, and courses don'thelp very much
Q What exactly is a business process?
A A business process is a linked set of activities that
collectively deliver value to the customer of the process.
Q Fine, but how big is a business process?
A Don't worry about it, because a business process can be
decomposed into a hierarchy of processes.
Now Im really confused
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Logistics process
Sales process
A/Rprocess
A real life (and expensive!) example
Manufacturingprocess
Fabricationprocess
Assemblyprocess
Packaging&
Labelingprocesslithography
process
There were huge differences in the granularity of the identified
business processes
Most groups took a very functional (organisational) perspective
in identifying their business processes
As part of a massive system implementation, a global
manufacturer identified the business processes that were expected
to improve:
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Process is a useful term because it can be used for so many
different things, but that is also a problem as illustrated, there
are a wide range of interpretations of process within the general
business community, and even within the process community. That's
why it's so important to offer a clear demonstration of the concept
at the outset of a project.
Note that none of the examples of processes on the previous page
is actually wrong -process is a term that can be used for many
different things, but we need to have a specific definition to
support modelling, analysis, and improvement. Otherwise, confusion
and frustration will be the result.
Saying that Fulfill Order is a true business process seems
arbitrary let's justify that statement by providing guidelines for
a well-formed process, and then develop a more specific definition
of a business process. (Actually, an end-to-end, cross-functional,
business process.)
This is crucial, because modelling, analysis, and improvement
begin with identification (discovery) and scoping!
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The real business processes were missed
Business Process = end-to-end, cross-functional, business
process
larger than people think from initial trigger to final
results
Logistics function
Sales function
A/Rfunction
Manufacturing function
Business process: Fulfill Customer Order
Everyone confused process and function.None of the actual
end-to-end processes were correctly identified.
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Looking at some higher ed processes
The processes that were initially identified
the Recruiting
process
the Admissions
process
the Financial
Aid process
the Assessment
process
the Registration
processthe
Orientation process
the Student
Employmentprocess the
Housing process
As part of a Strategic Enrolment initiative, the U looked at how
they attracted the best students
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Reframing it as a single X-functional process
Admit and Onboard a Student
RecruitProspect
CompleteApplication
AdmitStudent
CompletePre-
EnrollmentRequirements
RegisterStudent
inClasses
Award Financial
Aid
AssessApplicant
GrantHousing
Triggering Events: Dept. targets prospect Suspect is identified
or purchased Prospect self-identifies ACT scores come in Prospect
applies
Final Results:Up and running,
ready to attend classes: Student is:
admitted oriented registered
Tuition is collected Student accommodation
is arranged Financial aid is granted Employment is
arranged
Cases: In-state undergrad Out-of-state undergrad
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Factor in a highly granular org structure
10
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Whenever we first draw a process vs. function diagram with a
client, the reaction is always We sort of knew that, but weve never
seen it put that clearly before.
The actors may include external people or organizations, such as
Customers, Suppliers, or Regulators
Supporting mechanisms includes information systems, tools and
equipment, facilities, physical holding areas, forms, documents,
etc. that contribute to making the process work
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Re
cru
itin
g
and we have an incredibly cross-functional process
Ad
mis
sio
ns
Fin
an
cia
l A
id
Ori
en
tati
on
Ho
usi
ng
Ath
leti
cs
Me
dic
ine
(A
c.)
Eq
uit
y a
nd
Div
ers
ity
Stu
de
nt
Aff
air
s
Re
sea
rch
Ma
rke
tin
g a
nd
Co
mm
s
Inco
me
Acc
ou
nti
ng
Acc
ou
nts
Pa
ya
ble
s
De
pa
rtm
en
ts
Un
ive
rsit
y C
oll
eg
e
Info
rma
tio
n S
yst
em
s
An
cill
ary
Se
rvic
es
Re
gis
tra
r
Aca
de
mic
Aff
air
s
Admit and Onboard a Student
RecruitProspect
CompleteApplication
AdmitStudent
CompletePre-
EnrollmentRequirements
RegisterStudent
inClasses
Award Financial
Aid
AssessApplicant
GrantHousing
Without explicitly addressing the end-to-end process: very
frustrating for the people doing the work almost zero chance the
student experience is positive the university isnt going to meet
its goals(Note functions are doing their best to optimise
activities)
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2 Cross-functional issues
The performance goals of the functions (divisions, departments,
) that participate in a business process often conflict with the
goals of the business process (if process goals are stated at
all)
Key points: Beware of perverse incentives and
unintended consequences A business process needs an owner to
rationalize the competing objectives
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Other significant issues:
1 Failure to properly identify true processes and make them
visible
2 Not having a process owner to set overall direction and
resolve conflict
3 Problems delay, error, & expense - occur in the white
space between the functions
4 Each functions world view and terminology are embedded in
systems. For instance, consider how many different interpretations
there are for the word Customer. TO different people in the same
organization, it could mean a Corporation, an Operating Location, a
Contact Person, an Account, or something else.
You cant solve these on your own, but you can make them visible
and blame-free.
This is a simple, painfully obvious diagram, but it is vastly
under-utilized as a mechanism for showing gaps, conflicts, and
disconnects between functions. Under each function, list:
Performance goals for each function
Applications used by each function for that process
Data required by each function for that process
Technology platforms used by each function for that process
Core responsibilities by function for that process
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Misalignment the most common obstacle to high performance
lowershipping
costs
late-quartersales
no unprocessedreceivables at the weekend
maximize machine
utilization
Sales Manufacturing Accounts Receivable
Logistics
Process: Fulfill Order Process goal:Responsiveness by providing
the shortest order-to-cash cycle time
ReceiveOrder
PlanOrder
FabricateOrder
DeliverOrder
CollectPayment
AssembleOrder
StageMaterial
MoveWIP
Poor process performance because everyone was working hard and
meeting their targets!
Package& Label
Order
MoveWIP
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It might be a good idea to stop referring to functional silos it
makes it sound like there'ssomething inherently wrong with
functions, which there isn't.
Remember you may be aware of the Process vs. Function
distinction, BUT MANY OTHERS IN YOUR ORGANISATION ARENT!!!
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This doesn't mean functions are bad!
Sales Production Accounts Receivable
Logistics
triggering event
finalresultsProcess: Fulfill order
A centre of expertise an efficient way to provide resources
across multiple processes
Specialised skills, knowledge, tools Work is ongoing
Organisational design is usually
based on functional areas We prefer not to use the somewhat
negative term functional silos
FunctionProcess End-to-end business processes
deliver essential results by aligning the work of multiple
functions
Results are discrete countable Must be explicitly identified
and
managed as a whole
Ultimately, business processes are all about alignment
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Budget authority, control, allegiance, measures, etc. align up
and down but value flows horizontally
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Processes and functions three key points
Customer Front Office
Finance Back Office
Operations
agency
Issue Operating Permit
The first step in managing processes is to figure out what they
are they don't identify themselves
Performance goals for the functions must align with the
performance goals of the process
Processes need an owner / steward to set direction, ensure
alignment, and resolve conflict
It takes concerted effort nothing happens by accident
Has an owner!
Needs an owner!
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3 Processes and information systems
When major information systems are implemented without regard to
end-to-end business processes, overall results range from okay to
awful. (How awful? Stay tuned)
Key point:Major companies often re-implement systems they
already have in order to make them more process-oriented
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Success with ERP implementation
Study by the late Michael Hammer,
godfather of BPR
Observed that success of SAP implementations
varied wildly
Worked with ~200 companies to assess their
degree of success with SAP implementation
17
Michael Hammer did a famous study which showed that in
implementing ERP apps from SAP, there were winners and losers, and
very little middle ground. The difference winners treated it as
process-driven initiative, losers treated ERP implementation as an
IT initiative
Point out that (as we'll see) process inherently involves
measures and people they can't be separated because theyre an
ecosystem.
----------------------------------------------
Michael Hammer is the man who (more than anyone else)
popularised the focus on business processes. He coined the term
"business process reengineering" and "cross-functional, end-to-end,
business processes." In fact, we didn't really use the term
"business processes" until he wrote his landmark HBR article
"Reengineering Work" and later the book "Reengineering the
Corporation."
By the mid- to late-1990s though, reengineering was somewhat
discredited, and it was SAP consultants that were in demand, so Mr.
Hammer started working on SAP implementations.
Didn't take long to notice that they didn't all work out very
well.
He's a statistician by training, so his firm undertook a study
of ~200 companies that had implemented SAP. (Broad sample - all
sizes of companies, differing number of modules.)
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Success with SAP implementation
Gues
s the
line o
r cur
ve
18
Success (ROI, etc.) ranked from 0 - 100 5 10
Num
ber
of e
nter
pris
esHammer plotted the number of companies for each success
ranking
Michael Hammer worked with each company to assess success of
implementation on a 0 - 10 scale. (Not sure exactly how they
assessed success - some combination of cost-benefit and achieving
objectives.)
10 was wildly successful.
5 was middle of the pack
0 was... ( I usually ask what the group thinks, and then let
them know 0 = bankrupt)
And this was on a marketing video by SAP and PWC, the largest
SAP consultancy. Strange messaging! But they did have an important
point.
So, carrying on - then they counted the number of companies at
0, the number at 1, and so on, and then plotted them on this chart.
As expected, it formed a curve or a line.
What do you think. (If people know the story, tell them to hold
on a moment.)
People will offer various suggestions, but virtually never get
it right
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Hammer not sure what the outcome would be
Success (ROI, etc.) ranked from 0 - 100 5 10
Num
ber
of e
nter
pris
esNormal
distributionSkewed
optimisticallySkewed
pessimistically
Reallypessimistic
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The difference winners treated it as process-driven initiative,
losers treated ERP implementation as an IT initiative
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The surprising result
Success (ROI, etc.) ranked from 0 - 100 5 10
Num
ber
of e
nter
pris
es
WinnersLosers
Process first,
IT secondary
IT focus,Functional orientation
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How process-oriented worked out
Logistics function
Sales function
Production function
A/Rfunction
end-to-end process: Fulfill Order
Logistics process
Sales process
Production process
A/Rprocess
Salesmodule
Manufgmodule
Logisticsmodule
A/Rmodule
Logisticsmodule
Salesmodule
Manufgmodule
Accounts Receivable
module
Conflicts: timing, coding, terminology, data formats,
performance targets,
SAP re-implemented in a process-driven configuration:
Implementing SAP without clarity on process:
X
X
Same software, radically different results
Key point in the first example, the modules were in conflict. In
the second example, the different modules are aligned to a common
objective (filling an order,) but it's the same software in both
cases!!!
Experienced people agree that it is not possible to adequately
assess large, purchased applications (e.g., ERP systems) without
some amount of process modeling, requirements specification at the
event / use case level, and data modelling. The data model is
actually the most important, so overview models (conceptual models)
should be done for both your desired future state and for each
application you are evaluating, and then they should be
compared.
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4 The enablers of a business process
The performance of a business process is determined by multiple
factors the enablers.
Key point:The factors that get the most attention (process
workflow design and information technology) are seldom the crucial
factors;the crucial factors are the ones that deal with human,
socio-political, and organisationalfactors.
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Enablers are the dials and levers manipulated by a skilled
process designer.
The point processes are governed by their environment, and won't
work optimally unless all six enablers are in alignment. Usually,
people focus on workflow and IT alone that's tunnel vision
Strategy what we do, and how we're different
Which Customers or Markets do we - or should we - serve?
What Products or Services do we - or should we - serve them
with?
What differentiates us? or, more clearly, why choose us?
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A holistic view for process analysis and design
Business Process
BusinessProcessDesign
(Workflow)
Information Systems
Motivation & Measurement
Human Resources
Policies and Rules
Facilities(or other,
e.g. Funding)
Roles Steps &
decisions Flow -
sequence and handoffs
Applications Data Information Integration Devices and
platforms
Assessment and incentives
Implicit and explicit
Process KPIsvs. Function KPIs
Constraints Business
rules the process enforces
External & internal
Workplace layout
Equipment Fixtures and
furnishings
Skills Matching
roles to activities
Recruitment, selection, & placement
Organisationdesign
Enabler A factor that can be adjusted to impact process
performance.
enables enables enables enables enables enables
The usual suspects!
Business mission, strategy, goals, &
objectives
supports
Culture, core competencies,& management style
aligns with
Unfortunately, these are often ignored!
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Use workflow models to understand enablers
A great way to get people involved, and understand the
whole!
left-to-right flow simple symbols shows all actors
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Having an accurate workflow model that participants have bought
into (because they or their peers built it) is vital if the process
assessment is to be thought of as fact based.
This illustrates why the approach we're describing in this
workshop is holistic.
For this to work, business involvement is a necessity, which is
why we stress modellingtechniques that support it.
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As-is modelling reveals how processes really work by mapping
who, does what, when.
This supports assessment of the as-is process, and design of the
to-be process, enabler by enabler, e.g.:
Why we really model as-is workflow
WorkflowDesign:Is each step adding value, placed at the right
point in the process, sequential / parallel as appropriate,
etc.?
Information Systems:Is the process, the steps, and the actors
supported by the right technology?
Motivation & Measurement:How is the performance of steps,
actors, participating functions, and the process measured?
Human Resources & Organisation:Are the right roles &
skills deployed effectively?
Policies & Rules:What rules constrain or are enforced by the
process?
Facilities(or other):Are the layout & furnishings optimal or
are they impeding the process?
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5 Choosing what to excel at
A business process, like a company, can't be all things to all
people it's essential that a differentiator is chosen.
Key point:A lack of clarity around the differentiator, or
conflicting statements about what it is, are a major source of
stress and frustration
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Great processes don't try to be all things to all people strive
to be great at one differentiator, and good at the other two
OperationalExcellence
ProductLeadership
CustomerIntimacy
Consistent, predictable, error-free, and efficient.
More efficient, but less flexible in changing direction or
meeting needs of individual customers.
Tailors product or service delivery to the processes of
individual customers.
More flexible for adapting to needs of individual customers, but
less efficient.
Continuous and rapid introduction of new
products and services,or changes to the mix
More flexible for adapting to needs of
new offerings, but less efficient.
The original reference:The Discipline of Market LeadersMichael
Treacy and Fred WiersmaAddison-Wesley 1995
Process goals: know your differentiator
Lack of focus on one differentiator lower performanceFocus on
the wrong differentiator customer alienationInconsistent or
conflicting differentiators stressed workforce
A common point of confusion is that Customer Intimacy is the
same as being customer focused, but all three focus on knowing what
your customer wants
There isn't really any harm in trying to be great at multiple
differentiators, as long as you know what your primary one is. This
is critical when you have to make a decision the differentiator
will tip the balance.
A few points we expand on in our Advanced Business Process
Techniques course:
The concept was originally applied to entire enterprises, but we
find it very applicable to individual processes or process
areas.
Differentiators change over time. (E.g., you're Product
Leadership at startup, and then grow into Op Ex.)
Different processes (or process areas) within an enterprise can
have different differentiators
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Op Ex can be a good platform for moving into other areas, but
its usually the goal of a mature business
Op Ex: make money on bottom line by cost containment; other two:
make money on top line by higher margins from charging more
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Notes on differentiators Concept was originally developed at the
level of the entire
corporation, but highly applicable to individual processes a
signpost for decisions on process changes
Why we care its key to understanding what is good?
Every process in an enterprise does not have to strive for the
same differentiator, e.g. Product leadership within Develop Product
processes Customer intimacy within Human Resource processes
Different versions of the same process can have alternative
differentiators, e.g., in Retail Banking Customer intimacy for high
net worth customers Operational excellence for the rest of us
Differentiators can change over time
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See also The Myth of Excellence: Why Great Companies Never Try
to Be the Best at Everythingby Fred Crawford and Ryan Mathew
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Common differentiator problems
No clear differentiator, no direction
A business process trying to excel at two differentiators:
Operational excellence We must be the low-cost provider! Customer
focused We must do what it takes for each client!
Conflicting differentiators within functions of a process:
Engineering:Product Leadership
Functional area 1
Functional area 2
Functional area 3
End-to-end business process
Finance:Operational Excellence
Sales:Customer Intimacy
Stuck in the Bermuda Triangle
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Understanding through differentiators
OperationalExcellence
ProductLeadership
CustomerIntimacy
The first time I used this framework on a consulting
engagement.
30
Leading U.S. HMO (the original one) Reengineering of core
Provide Clinical Care
process is stalled; Im brought in to get it moving
Key finding when determining program objectives: 50% thought Op
Ex 50% thought C. I.
The immediate outcome program cancellation The ultimate
outcome
return to their roots in Product Leadership
50%
50%
their history
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Five key points
OperationalExcellence
ProductLeadership
CustomerIntimacy
Differentiator
XSystem successHolistic method
Business Process
WorkflowDesign
Information Systems
Motivation & Measurement
Human Resources
Policies and Rules
Facilities(or other)
Business mission,
strategy, goals, & objectives
Culture, core competencies,
and management style
F1 F2 F4F3
Cross-functional process
Processes: largeand X-functional
F1 F2 F4F3
Cross-functional process
Misaligned measures
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Contact information Me: [email protected] My company:
www.clariteq.com My book: Workflow Modeling, Second Edition
(A complete rewrite of the first edition, not just a minor
refresh)
Data Modeling blog: www.erwin.com/expert_blogs/authors/22/
Business Process articles:
search for "Alec Sharp" at www.bptrends.com for my columns