Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

ParaVent

•Download as PPTX, PDF•
•
Gary Craven
Gary Craven

This document provides an introduction to business process engineering. It discusses how business processes have evolved from a functional organization structured around tasks and activities to a process-based organization focused on customers and products. The objectives of business process engineering are outlined, including rethinking, restructuring, reviewing, and redesigning current processes. Key areas that may need to be addressed include business, customers/products, infrastructure/logistics, organizational structure/culture, information, human resources, procurement/suppliers, and management systems. Metrics for measuring business processes are also introduced.

1 of 55
Introduction to Business Process Engineering Para-VENT
Agenda INTRODUCTION OVERVIEW DESCRIPTION OF STAGES AND ACTIVITIES CONCLUSION
INTRODUCTION
The Industrial Revolution • Standardization of tasks • Production lines • Specialization of workers • Products with long lives • High levels of inventory • Hierarchical structure
CONTEXT OF THE TIMES • STABLE MARKETS • LIMITED TECHNOLOGICAL CHANGE • DEMAND EXCEEDS OFFER • CLIENTS NOT OVERLY DEMANDING • LIMITED COMPETITION • PRODUCTS WITH LONG LIFE CYCLE • GOVERNMENTAL PROTECTIONISM
Today’S Context • Globalization of markets • High quality is a must • Consumers with high demands • Offer greater than demand • Short product life cycle • High level of technological change • Declining economy in the western world
A “Function” Based Organization Validation Delivery Production Product Demand
The Problems • Client relegated to the background • Based on tasks, activities, procedures and standards • Difficult to change • Slow reaction time • Bureaucratic • Uneven quality • High level of overhead
Evolving Towards a “Process” Based Organization Validation Delivery Production Product Demand Service Product point Validation LIFTING OF CONSTRAINTS Demand Delivery Production
FUNCTIONAL SILOS C D A B E F “ BUSINESS PROCESSES” A B C F H
BUSINESS PROCESSES ? • Set of activities • Repeatable • Product or service • For customers • Have participants • Measurable MISSION OBJECTIVES • Business objective PRIORITIES
Change of Perspective • FOCUS ON CUSTOMER vs. BUREAUCRACY • PRODUCT instead of FUNCTION • EFFICIENCY vs. EFFECTIVENESS • ROLES AND RESPONSIBILITIES vs. TASKS & ACTIVITIES • SIMPLICITY vs. COMPLEXITY • LEADERSHIP vs. MANAGEMENT • FOCUS ON BUSINESS vs. TECHNOLOGY
OVERVIEW
Business Process Engineering Objectives & Priorities RETHINK RESTRUCTURE REVIEW REDESIGN REDEFINE Revised processes REQUESTION Current processes Technological opportunities
Areas to Address • Business • Clients and products • Infrastructure and logistics • Organizational structure and culture • Information • Human resources • Procurement and suppliers • Management systems
HOW? Domains of Change Business Management Customer Systems & Product Infrastructure Materials & Suppliers & Logistics Organizational Human Structure & Resources Culture Information
HOW? AN ITERATIVE FOCUSED APPROACH Business Management Systems Customer .... & Product Stage 3 Stage 2 Materials Infrastructure Stage 1 & Suppliers & Logistics BUSINESS Human CUSTOMER Resources Organizational CURRENT Structure & Information Culture TARGET STRATEGY TRANSITION IMPLEMENTATION
Metrics Products & Resources Means Reactions services consumed used obtained delivered Present processes Improved inputs outputs processes New processes QUALITY ECONOMY VALUE TIME
Measuring Business Processes • ECONOMY (prices, fixed costs and variable costs, etc.) • TIME (elapsed time, wait time, production time, lost time, etc.) • QUALITY (precision, innovation, aesthetics, simplicity, robustness, quality of finish, volume, purity, etc.) • VALUE (perception of client, value of product, value of activities)
Value of Change: Example: Car Repair Metrics QUALITY TIME FINANCIAL Domains BUSINESS Profit Margin CUSTOMER/ Completeness Elapsed Price PRODUCT Longevity INFRA- Availability Currency STRUCTURE Throughput SUPPLIERS Accuracy Restock Time Unit Cost HUMAN Knowledge Punctuality Productivity Attendance RESOURCES Skills
Why? • To increase sales • To increase market share • To increase profits • To increase quality • To take advantage of new opportunities • To survive
Why in Government ? TRANSFORM GOVERNMENTAL ORGANIZATION PRIVATIZE
HOW? TYPES OF CHANGE CONTINUOUS C h a n g e INCREMENTAL RADICAL Time
TYPES OF PROJECTS NATURE OF CHANGE LIMITED EXTENSIVE HIGH ORGANIZATION INTER- ORGANIZATION ORGANIZATION RISK SCOPE SPECIFIC SECTORIAL FUNCTIONAL NORMAL TASK MINIMAL MAJOR MANAGEMENT COMMITMENT
Project Organization • Change management team – Owners of the process – Project manager – Project execution team – Creativity session animator – Ad-hoc specialists • Manager of committee • Group of clients • The “studio” approach
Creativity
Decisions First The “industrial” approach: The PCGI Studio approach:
Between Streams Concurrency Creativity Sessions BUSINESS BUSINESS SOLUTIONS PROCESS SYSTEMS BUSINESS TRANSITION Creativity Mandates Sessions PROCESS Creativity Mandates Sessions SYSTEMS Creativity Mandates Sessions TRANS- Creativity ITION Mandates Sessions
Simplification of BPE Process 80% 20% VALUE TIME
Prototypes
Reuse
Speed of Process
Para-VENT RPM MODEL P a rtic ip a n ts H C u s to m e rs & S ta k e - H o ld e rs P ro c e s s J S ta k e h o ld e r P ro c e s s C K S ta k e h o ld e r P ro c e s s H F I M S ta k e h o ld e r P ro c e s s B D S ta k e h o ld e r O th e r O rg . L P a rtic ip a n t O th e r O rg . E P a rtic ip a n t B u s in e s s G P a rtn e rs A S u p p lie rs S y s te m s & S .1 S .2 S .3 E n a b le rs F ig . 1 6 .2 : B u s in e s s P ro c e s s M o d e lin g T e c h n iq u e s
Para- VENT RPM “leveling” Business Process (level “1”) Business Sub- Process (level “2”)
? ? ? ? (a) Lack of Customer Focus (b) Activities without Value ? ? (c) Redundant Activities/Outputs (d) Internal Deliverable Focus
(e) Too Many “Handoffs” (e) Focus on Control (h) Process “Loops” (g) Lack of Concurrency
DESCRIPTION OF STAGES AND ACTIVITIES
PCGI Para-VENT BUSINESS PROCESS ENGINEERING METHODOLOGY CHANGE MANAGEMENT P.0: PROTOTYPE IMPLEMENTATION I.0: IMPLEMENT IMPLEMENTATION NEW NEW BUSINESS STAGES STAGES BUSINESS PROCESSES PROCESSES B P E DESIGN T.0: PLAN BUSINESS DESIGN R N PROCESS O E STAGES STAGES TRANSITION J F E I C T F.0: DEFINE FUTURE T S BUSINESS PROCESSES M A M S.0: DETERMINE N A FUTURE BUSINESS A N PROCESS STRATEGY G A E G M E C.0: UNDERSTAND E M CURRENT BUSINESS N E PROCESSES T N T PLANNING Pr.0: PREPARE R.0: UNDERSTAND BUSINESS PLANNING & PLAN CHANGE REQUIREMENTS STAGES STAGES PROJECT & BUSINESS PROCESSES BUSINESS PROCESS MEASUREMENT & OPTIMIZATION Fig. 6.1: The -VENT Business Process Engineering Methodology Stages Para
HOW? • EXECUTIVE INTERVIEWS • CREATIVITY SESSIONS – FOCUS – DIRECTIONS – DECISIONS – SUPPORT – MANDATES • ITERATIONS – BUSINESS – CURRENT & ASSESSMENT – STRATEGY & TARGET – TRANSITION
P r.0 : P R E P A R E & P L A N P R O J E C T P r.0 : P R E P A R E & P L A N P R O J E C T P r.5 ID E N T IF Y P O T E N T IA L A R E A S O F S E N S IT IV IT Y - P o litic a l - C o n tra c tu a l - R e g u la to ry / L e g a l - Hum an - M o ra l / E th ic a l P r. 1 P r.8 P r.3 P r.2 P r.6 D E F IN E P R O J E C T D E V E L O P IN IT IA L D E F IN E P R O J E C T D E F IN E P R O J E C T S C O P E D E F IN E D E L IV E R A B L E IN IT IA L O B J E C T IV E S PRO JECT PLAN D E L IV E R A B L E S & C O N S T R A IN T S A C C E P T A N C E C R IT E R IA - D E F IN E T Y P E -ID E N T IF Y P E R C E IV E D - D E V E L O P P R E L IM IN A R Y - P re s e n ta tio n s - D E T E R M IN E P R O J E C T - D E F IN E A C C E P T A N C E O P P O R T U N IT IE S PR O JE C T S TR A TE G Y - R e p o rt B O U N D A R IE S C O M M IT T E E - N e w b u s in e s s - e tc . - B u s in e s s U n it(s ) - N e w p ro d u c ts - E S T A B L IS H P R O J E C T - L im its - D E T E R M IN E - N e w c u s to m e rs C O M M U N IC A T IO N S - D E T E R M IN E A U D IE N C E - e tc . M E A S U R E M E N T C R IT E R IA - e tc . STR ATEG Y - D E T E R M IN E F O R M A T - D E T E R M IN E R E A C H - D E T E R M IN E Q U A L IT Y -ID E N T IF Y P E R C E IV E D - ID E N T IF Y R O L E S A N D - C u s to m e r im p lic a tio n A S S U R A N C E C R IT E R IA PR OBLEM S R E S P O N S IB IL IT IE S - D E T E R M IN E S T Y L E - S u p p lie r im p lic a tio n - F in a n c ia l - P a rtn e r im p lic a tio n - Q u a lity - ID E N T IF Y A C T IV IT IE S - ID E N T IF Y L E V E L O F D E T A IL - e tc . - D E T E R M IN E R A N G E - ID E N T IF Y IN IT IA L P R O J E C T - D E L IV E R Y D A T E S - A n tic ip a te d ty p e o f c h a n g e - ID E N T IF Y M O T IV A T IO N STR UCTUR E - A n tic ip a te d m a g n itu d e o f A N D “T R IG G E R ” change - In te rn a l - C R E A T E P R E L IM IN A R Y - C u s to m e r PR O JE C T P LA N - D E T E R M IN E H O R IZ O N - C o m p e titio n P r.7 - T im e fra m e (s ) P r.4 - e tc . - D E T A IL N E X T S E T O F C O N - - R ange D E T E R M IN E D E F IN E P R O J E C T C U R R E N T A C T IV IT IE S PRO JECT TEAM - ID E N T IF Y A N T IC IP A T E D S P O N S O R S H IP - ID E N T IF Y “G IV E N S ” - S E T U P P R O J E C T “M IL E - P R O J E C T D E L IV E R A B L E - ID E N T IF Y IN IT IA L STO NES” - F e a s ib ility s tu d y - ID E N T IF Y P R O J E C T - ID E N T IF Y C O N S T R A IN T S TEAM M EM BERS - R e c o m m e n d a tio n s “O W N E R ” - P o litic a l - D ia g n o s tic - F in a n c ia l - ID E N T IF Y A D D IT IO N A L - Im p le m e n ta tio n - ID E N T IF Y IN IT IA L - T im e S K IL L S / P A R T IC IP A N T S - e tc . PR O JE C T - e tc . R E Q U IR E D STAKEH OLDERS - ID E N T IF Y H O W P R O J E C T - ID E N T IF Y T IM E R E Q U IR E D R E S U L T S W IL L B E U S E D F ig . 7 .2 : T h e in -V E N T P re p a re a n d P la n P ro je c t S ta g e
R .0 : U N D E R S T A N D B U S IN E S S C H A N G E R E Q U IR E M E N T S R .0 : U N D E R S T A N D B U S IN E S S C H A N G E R E Q U IR E M E N T S R .4 ID E N T IF Y C U R R E N T / F U T U R E B U S IN E S S R E F E R E N C E B A S E - ID E N T IF Y “W O R L D -C L A S S ” O R G A N IZ A T IO N S - ID E N T IF Y IN D U S T R Y (“B E S T -IN -C L A S S ”) L E A D E R S - ID E N T IF Y G E N E R IC P R O C E S S L E A D E R S - ID E N T IF Y G E N E R IC S T A N D A R D S / B E N C H M A R K S R .2 R .7 D E V E L O P F U T U R E B U S IN E S S V IS IO N R .1 ID E N T IF Y C U R R E N T / - ID E N T IF Y O R G A N IZ A T IO N T A R G E T B U S IN E S S E N V IR O N M E N T UNDERSTAND FUTURE CUSTOM ERS & - ID E N T IF Y N E W B U S IN E S S O P P O R T U N IT IE S O R G A N IZ A T IO N PRODUCTS - ID E N T IF Y H O W T O S O L V E C U R R E N T P R O B L E M S M IS S IO N & - R E IN F O R C E C U R R E N T B U S IN E S S S T R E N G T H S B U S IN E S S - ID E N T IF Y N E W B U S IN E S S - ID E N T IF Y T A R G E T E M P L O Y E E S K IL L S E T S / Q U A L IT IE S O P P O R T U N IT IE S - e tc . -ID E N T IF Y W H A T - W HO ARE CUSTO M ERS? B U S IN E S S T H E - W HER E ARE THEY? O R G A N IZ A T IO N IS - W H Y A R E / W IL L T H E Y B E R .6 R .8 R .1 0 C U R R E N T L Y IN CUSTO M ERS? ID E N T IF Y C R IT IC A L ID E N T IF Y P O T E N T IA L D E V E L O P B U S IN E S S - ID E N T IF Y P R O D U C T S B P E IM P R O V E M E N T TECHNOLOGY ENABLERS CASE FOR CHANGE - ID E N T IF Y C U R R E N T - ID E N T IF Y S E R V IC E S M IS S IO N TARGETS (IT E R A T IO N # 1 ) - ID E N T IF Y C U S T O M E R - In fo rm a tio n T e c h n o lo g y -ID E N T IF Y IM P R O V E M E N T P R O F IL E S F O R E A C H - ID E N T IF Y T A R G E T S - ID E N T IF Y W H A T TYPE - T e le c o m m u n ic a tio n s B U S IN E S S T H E - C ost - ID E N T IF Y C H A N G E S O R G A N IZ A T IO N W IL L R .3 - Q u a lity - R o b o tic s / In te llig e n t M a c h in e s B E IN IN T H E T A R G E T - T im e ID E N T IF Y C U R R E N T - ID E N T IF Y B E N E F IT S T IM E F R A M E - F le x ib ility B U S IN E S S P R O C E S S - T ra n s p o rta tio n - T a n g ib le s - R e s p o n s iv e n e s s O P P O R T U N IT IE S - In ta n g ib le s - ID E N T IF Y T A R G E T - e tc . - e tc . M IS S IO N - ID E N T IF Y H IG H L E V E L - ID E N T IF Y IM P R O V E M E N T - ID E N T IF Y K E Y C O S T S CO ST STRUC TURES SCALE - UN DER STAND O RG . - ID E N T IF Y P R O C E S S - R a d ic a l - ID E N T IF Y P R IO R IT IE S C R IT IC A L S U C C E S S Q U A L IT Y IM P R O V E M E N T - In c re m e n ta l FAC TOR S R .9 NEEDS - C o n tin u o u s - E V A L U A T E V IA B IL IT Y ID E N T IF Y C U R R E N T & - W a s te R e d u c tio n F U T U R E K E Y H IG H L E V E L - M e tric s - D E F IN E V A L U E A N D - ID E N T IF Y IM P L IC A T IO N S B U S IN E S S P R O C E S S E S - D e fe c t M a n a g e m e n t IM P R O V E M E N T T A R G E T S - ID E N T IF Y T E M P O R A L - M e tric s - D O C U M E N T B U S IN E S S - ID E N T IF Y K E Y O U T P U T S O P P O R T U N IT IE S - A c c u ra c y / Q u a lity CASE - ID E N T IF Y H IG H L E V E L - e tc . - e tc . PRO CESSES - V E R IF Y C H A N G E S IN - ID E N T IF Y H IG H L E V E L PR O JE C T S C O PE O R R .5 S U B -P R O C E S S E S (IF R Q D .) O B J E C T IV E U N D E R S T A N D C U R R E N T / F U T U R E M A J O R E X T E R N A L C O N S T R A IN T S - C O N F IR M P R O C E S S - R e g u la to ry - E n v iro n m e n ta l O W N E R / C H A M P IO N (S ) - O B T A IN M A N A G E M E N T - C o n tra c tu a l - S o c ia l - e tc . APPRO VAL FO R NEXT - Legal - e tc . S T A G E (S ) F ig . 8 .2 : T h e in -V E N T U n d e rs ta n d B u s in e s s C h a n g e N e e d S ta g e
C .0 : U N D E R S T A N D C U R R E N T B U S IN E S S P R O C E S S E S C .0 : U N D E R S T A N D C U R R E N T B U S IN E S S P R O C E S S E S C .3 U N D E R S T A N D C U R R E N T O R G A N IZ A T IO N C U L T U R E - O rg a n iz a tio n V a lu e s - A ttitu d e s to w a rd s R is k - V ie w s o n S ta tu s - e tc . - V ie w s o n Q u a lity - A ttitu d e s to w a rd s In n o v a tio n - M e th o d s o f C o m p e n s a tio n C .2 D E T A IL C U R R E N T B U S IN E S S P R O C E S S C O N S T R A IN T S - R e g u la to ry , C o n tra c tu a l, P h y s ic a l, G e o g ra p h ic , E n v iro n m e n ta l, M o ra l / E th ic a l, e tc . - U N D E R S T A N D IN -P R O G R E S S C H A N G E S IN C U R R E N T P R O C E S S C .6 C .7 C .8 C .1 0 C .4 ID E N T IF Y EVALUATE M EASURE KEY UPDATE U N D E R S T A N D C U S T O M E R ’S V IE W S O F CURRENT CURRENT CURRENT B U S IN E S S C A S E CURRENT O UTPUTS PROCESS B U S IN E S S B U S IN E S S FOR CHANGE - ID E N T IF Y “K E Y ” C U S T O M E R G R O U P S A C T IV IT IE S & PROCESSES PROCESS (IT E R A T IO N # 2 ) - ID E N T IF Y B E N E F IT S FLOW S M E T R IC S - U N D E R S T A N D “K E Y ” C U S T O M E R ’S V IE W O F - COMPARE TO - T a n g ib le s OU TPU TS REFERENC E BASE - In ta n g ib le s - ID E N T IF Y K E Y - ID E N T IF Y S U B - M E T R IC S PRO CESSES - E V A L U A T E A B IL IT Y - ID E N T IF Y C U R R E N T T O A T T A IN F U T U R E CO STS - ID E N T IF Y S O U R C E S - ID E N T IF Y A C T IV IT IE S IM P R O V E M E N T S O F IN F O R M A T IO N BY R O LE - R E F IN E P R IO R IT IE S C .5 - ID E N T IF Y V A L U E - E V A L U A T E Q U A L IT Y - ID E N T IF Y IN P U T S & A D D E D B Y A C T IV IT Y - V E R IF Y C H A N G E S IN O F IN F O R M A T IO N O U T P U T S B Y A C T IV IT Y U N D E R S T A N D O R G A N IZ A T IO N ’S V IE W PR O JE C T S C O PE O R OF CURRENT OUTPUTS - ID E N T IF Y P R O C E S S O B J E C T IV E - E V A L U A T E V IA B IL IT Y - ID E N T IF Y F L O W S & -S tre n g th s OF M EASUREM ENTS S E Q U E N C IN G O F - U N D E R S T A N D O R G ’S V IE W O F O U T P U T S - W eaknesses - ID E N T IF Y S T A F F IN G A C T IV IT IE S - R is k s C H A N G E S (if a n y ) - M EASU RE KEY - U N D E R S T A N D O R G ’S V IE W O F C U S T O M E R ’S - O p p o rtu n itie s P R O C E S S M E T R IC S - ID E N T IF Y E X T E R N A L - U P D A T E B U S IN E S S V IE W S O F O U T P U T S P A R T IC IP A N T S - ID E N T IF Y P O T E N T IA L CASE - EVALUATE RESULTS IM P R O V E M E N T S - CO M PARE, EVALUATE, &RESO LVE V IS --A -V IS P R E V IO U S - ID E N T IF Y P R O C E S S - G ET APPRO VAL FO R D IS C R E P A N C IE S A S S U M P T IO N S IN T E R -R E L A T IO N S H IP S N E X T S T A G E (S ) C .1 C .9 ID E N T IF Y “ Q U IC K F IX E S ” U N D E R S T A N D S T A K E H O L D E R S R O L E S & R E S P O N S IB IL IT IE S - E L IM IN A T E N O N -V A L U E A C T IV IT IE S / F L O W S - ID E N T IF Y P R O C E S S S T A K E H O L D E R S : IN T E R N A L & E X T E R N A L - M E R G E A C T IV IT IE S - C u s to m e rs , S u p p lie r, C o -R e s p o n s ib le P a rtn e r, e tc . - S IM P L IF Y A C T IV IT Y O U T P U T S - ID E N T IF Y R O L E S - IN C R E A S E C O M M U N IC A T IO N - O rie n ta tio n / D ire c tio n , E x e c u tio n , D e c is io n M a k in g , C o n s u ltin g , e tc . F ig . 9 .2 : T h e in -V E N T U n d e rs ta n d C u rre n t B u s in e s s P ro c e s s e s S ta g e
S .0 : D E T E R M IN E F U T U R E B U S IN E S S P R O C E S S S T R A T E G Y S .0 : D E T E R M IN E F U T U R E B U S IN E S S P R O C E S S S T R A T E G Y S .3 U N D E R S T A N D T E C H N O L O G Y E N A B L E R IM P A C T S S .7 ID E N T IF Y C H A N G E M A N A G E M E N T S T R A T E G IE S (B Y O P T IO N ) - C O N F IR M E N A B L E R S - ID E N T IF Y & E V A L U A T E IM P A C T S - In fo rm a tio n T e c h n o lo g y - C o m p re s s io n o f tim e - ID E N T IF Y C R IT IC A L S U C C E S S F A C T O R S F O R C H A N G E - In te llig e n t M a c h in e s - G e o g ra p h ic in d e p e n d e n c e - D is c lo s u re - R o le s / R e s p o n s ib ilitie s - T e le c o m m u n ic a tio n s - In c re a s e in q u a lity - C o m m u n ic a tio n s - O rg a n iz a tio n S tru c tu re - e tc . - e tc . - R e s o u rc e / E m p lo y e e - C o m p e n s a tio n /In c e n tiv e s R e d e p lo y m e n t - O rg a n iz a tio n C u ltu re S .6 S .1 S .9 U N D E R S T A N D IN D U S T R Y & B U S IN E S S S .5 ID E N T IF Y & A S S E S S T R E N D S & D IR E C T IO N S SELEC T STR A TEG Y & D E F IN E F U T U R E P O T E N T IA L U P D A T E B U S IN E S S B U S IN E S S P R O C E S S - ID E N T IF Y G E N E R IC IN D U S T R Y S T R A T E G IE S R O A D -B L O C K S T O CASE FOR CHANGE S T R A T E G IE S & - K A N B A N , J IT , S u p p lie r S c h e d u lin g , S u p p lie r C e rtific a tio n , C H A N G E (B Y O P T IO N ) (IT E R A T IO N # 3 ) P ro g ra m M a n a g e m e n t, e tc . O P T IO N S - F in a n c ia l - C u ltu ra l - E V A L U A T E A P P L IC A B IL IT Y O F S T R A T E G IE S - E V A L U A T E O P T IO N S - ID E N T IF Y G U ID IN G / D E S IG N - P o litic a l (S W R O ) P R IN C IP L E S - Hum an - ID E N T IF Y S H O R T L IS T O F P O T E N T IA L S T R A T E G IE S - S o c ia l/ E n v iro n m e n ta l - ID E N T IF Y R A N G E O F - ID E N T IF Y A L T E R N A T IV E S - e tc . B E N E F IT S B Y O P T IO N - E lim in a tio n - E m p o w e rm e n t - ID E N T IF Y “W O R S T C A S E ” - S im p lific a tio n S .2 C O S T S B Y O P T IO N D E T A IL , Q U A N T IF Y , & P R IO R IT IZ E K E Y S .8 - C o n s o lid a tio n - F ix e d - O u ts o u rc in g B U S IN E S S P R O C E S S C H A N G E N E E D S ID E N T IF Y & A S S E S S - V a ria b le - A u to m a tio n - ID E N T IF Y IN T E R N A L & E X T E R N A L M E T R IC S P O T E N T IA L IM P A C T S - e tc . - C o s ts , D e la y s , Q u a lity , R e s p o n s iv e n e s s , F le x ib ility , e tc . - P E R F O R M A S E N S IT IV IT Y O F C H A N G E (B Y A N A L Y S IS B Y O P T IO N - S E L E C T S T R A T E G IE S - ID E N T IF Y E X IS T E N C E & A V A IL A B IL IT Y O F M E T R IC O P T IO N ) M E AS U R E M E N T TO O LS - SELECT A TARG ET - G R O U P S T R A T E G IE S & B U S IN E S S P R O C E S S - C u s to m e rs D E F IN E O P T IO N S F O R - E V A L U A T E Q U A L IT Y O F M E T R IC M E A S U R E M E N T STR ATEG Y - P ro d u c ts C HAN GES - E m p lo y e e s - ID E N T IF Y A D D IT IO N A L T O O L S / P R O C E D U R E S - V E R IF Y C H A N G E S IN - R e s o u rc e s R E Q U IR E D T O M E A S U R E T A R G E T M E T R IC S PR O JE C T S C O PE O R - In fra s tru c tu re O B J E C T IV E - L o g is tic s - O rg a n iz a tio n S tru c tu re S .4 - A D JU S T PR O JE C T - A llia n c e s U N D E R S T A N D H IS T O R Y O F C H A N G E S T O S T A F F IN G (IF N E E D E D ) - P a rtn e rs h ip s B U S IN E S S P R O C E S S (E S ) - C o n tra c ts - U P D A T E B U S IN E S S - e tc . - IN V E S T IG A T E P R E V IO U S A T T E M P T S A T C H A N G IN G P R O C E S S (E S ) CASE & G ET APPRO VAL - UN DER STAND R ESULTS & REASO NS FOR R ESULTS F O R N E X T S T A G E (S ) - ID E N T IF Y E R R O R S T O A V O ID / F A C T O R S F O R S U C C E S S - e tc . F ig . 1 0 .2 : T h e in -V E N T D e te rm in e F u tu re B u s in e s s P ro c e s s S tra te g y S ta g e
F .0 : D E F IN E F U T U R E B U S IN E S S P R O C E S S E S F .0 : D E F IN E F U T U R E B U S IN E S S P R O C E S S E S F .7 F .2 F .8 V E R IF Y P E R F O R M A N C E O F R E F E R E N C E B A S E (if re q u ire d ) EVALUATE NEW ID E N T IF Y - In fo rm a tio n S o u rc e s B U S IN E S S E X P E R IM E N T A L - Q u a lity PROCESSES PROTOTYPE - A v a ila b ility R E Q U IR E M E N T S - M e a s u re m e n t C o n d itio n s - C A T E G O R IZ E C H A N G E S - B e n c h m a rk s , e tc . - V a lu e A d d e d - V a lid a te S tra te g y - E ffo rt - In v e s tm e n t - C a lib ra te E s tim a te s - T im e F .6 F .1 F .3 - B e n e fits - e tc . - R e s is ta n c e to C h a n g e D E T A IL IM P A C T S O F F IN A L IZ E F U T U R E R E D E S IG N C U R R E N T R E D E S IG N C U R R E N T - T ra in in g R e q u ire d N E W B U S IN E S S - E V A L U A T E S E N S IT IV IT Y PROCESS CHANGE B U S IN E S S B U S IN E S S - e tc . O F R E C O M M E N D A T IO N S PROCESSES R E Q U IR E M E N T S PROCESSES PROCESSES T O U N C E R T A IN T Y O F - R e d u c e R is k E S T IM A T IO N - M a n a g e m e n t S ty le - F IN A L IZ E C U S T O M E R S E T - E V A L U A T E R IS K S O F - T e c h n o lo g ic a l C a p a b ility - F IN A L IZ E “V A L U E ” R E C O M M E N D A T IO N S F .9 D E F IN IT IO N -T e c h n o lo g ic a l - H u m a n R e s o u rc e s - F in a n c ia l U P D A T E B U S IN E S S - S k ills - F IN A L IZ E O U T P U T S - H um an - K n o w le d g e CASE FOR CHANGE - P ro d u c ts - e tc . (IT E R A T IO N # 4 ) - S e rv ic e s -O rg a n iz a tio n S tru c tu re - In fo rm a tio n - R E F IN E E S T IM A T E S - E V A L U A T E W .C . C O S T S V S F .4 - R o le s B .C . B E N E F IT S - R e s p o n s ib ilitie s -F IN A L IZ E M E T R IC S D E S IG N N E W - V E R IF Y C H A N G E S IN D E S IG N N E W - In d ic e s PR O JE C T S C O PE O R - E V A L U A T E T H E A B IL IT Y B U S IN E S S B U S IN E S S - C o m p e n s a tio n - V a lu e s O B J E C T IV E O F O R G A N IZ A T IO N T O PROCESSES PROCESSES - S o u rc e s ABSOR B CH ANG E - C u ltu ra l S ta tu s & B e lie fs - A D JU S T PR O JE C T - O B T A IN S T A F F IN G (IF N E E D E D ) - ID E N T IF Y A B E N E F IT S - P o litic a l P o w e r & In flu e n c e M ANAG EM ENT M ANAG EM ENT STRATEGY APPRO VAL - U P D A T E B U S IN E S S C A S E - In fo rm a tio n A v a ila b ility & Q u a lity - G ET M AN AG EM ENT APPRO VAL F .5 R E F IN E D E V E L O P M E N T O F C H A N G E M A N A G E M E N T S T R A T E G Y - D E T A IL C H A N G E M A N A G E M E N T IS S U E S - P R IO R IT IZ E IS S U E S - FO R M U LA TE C H A N G E M A N A G E M E N T STR ATE G Y F ig . 1 1 .2 : T h e in -V E N T D e fin e F u tu re B u s in e s s P ro c e s s e s S ta g e
F .3 : R E D E S IG N C U R R E N T B U S IN E S S P R O C E S S E S F .3 : R E D E S IG N C U R R E N T B U S IN E S S P R O C E S S E S F .3 f F .3 a F .3 b F 3 .c F .3 d F .3 e A U TO M A TE E L IM IN A T E N O N - EM PO W ER S IM P L IF Y C O N S O L ID A T E & OUTSOURCE A C T IV IT IE S & VALUE ADDED PROCESS PROCESS FLOW S, RESEQUENCE R E S P O N S IB IL IT IE S IN F O R M A T IO N FLOW S, STAKEHOLDERS D E L IV E R A B L E S , A C T IV IT IE S & D E L IV E R A B L E S , & A C T IV IT IE S FLOW S - ID E N T IF Y C A N D ID A T E - EVALUATE - REDUC E CO NTR OL & A C T IV IT IE S A C T IV IT IE S F O R TEC H N O LO G Y R E Q U IR E M E N T S - ID E N T IF Y “C R IT IC A L - IN T E G R A T E O U T S O U R C IN G E N A B L E R S V IS -A -V IS PATH” A C T IV IT IE S - E L IM IN A T E N O N -V A L U E - TAR GET NEEDS - MANAGE BY A D D E D D E P E N D E N C IE S - EVALUATE E X C E P T IO N - REDUCE - MERGE - A llo w c o n c u rre n c y “IN -S O U R C IN G W IT H IN - C A T E G O R IZ E T H E - S ta k e h o ld e rs R E S P O N S IB IL IT IE S - P re / p o s t e x e c u te O R G A N IZ A T IO N A U T O M A T IO N - M O V E D E C IS IO N - H a n d o ffs fu n c tio n s P O T E N T IA L O F T H E M A K IN G A S C L O S E T O - In te rn a l d e liv e ra b le - C O N S O L ID A T E - D E T E R M IN E S E R V IC E A C T IV IT IE S & F L O W S THE O UTPUT AS v o lu m e IN F O R M A T IO N -E L IM IN A T E LE V ELS P O S S IB L E - In te rn a l d e liv e ra b le B O T T L E -N E C K S & L O O P S - ID E N T IF Y E X IS T IN G - “P A R A L L E L IZ E ” c o m p le x ity - ID E N T IF Y S E R V IC E SYSTEM S & DBs TO - M AKE THE CUSTO M ER A C T IV IT IE S F O R - E L IM IN A T E L E V E L M A N A G E A B IL IT Y B E R E E N G IN E E R E D THE EXEC UTO R O F TH E - REUSE E X E C U T IO N C O N - UNNECESSARY (S U B )P R O C E S S - In fo rm a tio n CURRENCY R E D U N D A N C IE S - ID E N T IF Y - ID E N T IF Y N E W - C o m p o n e n ts - “S h a d o w ” ro le s & CO NTRACTUAL SYSTEM S & DATA - e tc . - e tc . - e tc . a c tiv itie s R E Q U IR E M E N T S & BASES - D u p lic a tio n C O N S T R A IN T S - RECYCLE - E S T IM A T E C O S T S O F - In fo rm a tio n - E L IM IN A T E - E S T IM A T E A U T O M A T IN G T H E - C o m p o n e n ts N O N V A L U E -A D D E D O U T S O U R C IN G C O S T S TAR GET PRO CESS - e tc . T R A N S C R IP T IO N S A C T IV IT IE S - D a ta E n try /R e -e n try - RECO M M EN D - M U L T I-V E R S IO N S : - C o n v e rs io n O U T S O U R C IN G - E V A L U A T E IM P A C T S E V A L U A T E 8 0 /2 0 - e tc . S O L U T IO N S O F A U T O M A T IO N - T R IA G E A S E A R L Y A S -E L IM IN A T E - ID E N T IF Y P O T E N T IA L - IT E R A T E P O S S IB L E D IS T R A C T O R S S U P P L IE R S F O R -In v o lv e m e n t in O U T S O U R C IN G o th e r p ro c e s s e s -E L IM IN A T E UNNECESSARY IN T E R N A L D E L IV E R A B L E S F ig . 1 1 .3 : T h e in -V E N T R e d e s ig n C u rre n t B u s in e s s P ro c e s s e s A c tiv ity
F .4 : D E S IG N N E W B U S IN E S S P R O C E S S E S F .4 : D E S IG N N E W B U S IN E S S P R O C E S S E S F .4 e F .4 a F .4 c F .4 d F .4 b A U TO M A TE ID E N T IF Y & ID E N T IF Y W O R K STR U C TU R E W O RK OUTSOURCE A C T IV IT IE S & EM PO W ER R E Q U IR E D T O R E L A T IO N S H IP S R E S P O N S IB IL IT IE S IN F O R M A T IO N PROCESS PRODUCE PROC. & FLOW S STAKEHOLDERS OUTPUTS R E Q U IR E D T O - ID E N T IF Y C A N D ID A T E - EVALUATE PRODUCE O UTPUTS A C T IV IT IE S F O R TEC H N O LO G Y - ID E N T IF Y K E Y N E W - ID E N T IF Y V A L U E - O U T S O U R C IN G E N A B L E R S V IS -A -V IS B U S IN E S S P R O C E S S ADD ED W O RK - S E Q U E N C E A C T IV IT IE S TAR GET NEEDS STAKEH OLDERS R E Q U IR E D T O TO - EVALUATE PRO DU CE O UTPUTS - M a x im iz e C o n c u rre n c y “IN -S O U R C IN G W IT H IN - C A T E G O R IZ E T H E - M O V E D E C IS IO N - M in im iz e L o g is tic s O R G A N IZ A T IO N A U T O M A T IO N M AKER AS CLO SE TO - G R O U P W O R K IN T O C h a in s P O T E N T IA L O F T H E CUSTO M ER AS M IN IM U M N U M B E R - M in im iz e L in e s o f - D E T E R M IN E S E R V IC E A C T IV IT IE S & F L O W S P O S S IB L E O F A C T IV IT IE S C o m m u n ic a tio n LE V ELS - M in im iz e “H a n d o ffs ” - M anual - D E F IN E N E W R O L E S - ID E N T IF Y IN P U T S & - ID E N T IF Y S E R V IC E - P a rtia lly A u to m a te d T O M A X IM IZ E OU TPU TS FO R EACH - M IN IM IZ E F L O W S L E V E L M A N A G E A B IL IT Y - F u lly A u to m a te d R E S P O N S IB IL IT Y & A C T IV IT Y B E T W E E N A C T IV IT IE S A C C O U N T A B IL IT Y - ID E N T IF Y - ID E N T IF Y T A R G E T - G R O U P IN P U T S & - P ro d u c ts / G o o d s CO NTRACTUAL SYSTEM S & DATA - M IN IM IZ E C O N T R O L O U T P U T S IN T O - S e rv ic e s R E Q U IR E M E N T S & BASES R O LE S M IN IM U M N U M B E R - In fo rm a tio n C O N S T R A IN T S OF FLO W S - C o n tro l - E S T IM A T E C O S T S O F - MANAGE BY - E S T IM A T E A U T O M A T IN G T H E E X C E P T IO N - “T R IA G E ” E A R L Y O U T S O U R C IN G C O S T S TAR GET PRO CESS A C T IV IT IE S - M IN IM IZ E F L O W S T O - RECO M M EN D & F R O M B U S IN E S S O U T S O U R C IN G - E V A L U A T E IM P A C T S PARTNERS S O L U T IO N S O F A U T O M A T IO N - EXTEND PRO CESS - ID E N T IF Y P O T E N T IA L - IT E R A T E D E F IN IT IO N S U P P L IE R S F O R O U T S O U R C IN G F ig . 1 1 .4 : T h e in -V E N T D e s ig n N e w B u s in e s s P ro c e s s e s A c tiv ity
ParaVent
ParaVent
ParaVent
ParaVent
ParaVent
ParaVent
ParaVent
ParaVent
ParaVent

More Related Content

ParaVent

  • 1. Introduction to Business Process Engineering Para-VENT
  • 4. The Industrial Revolution • Standardization of tasks • Production lines • Specialization of workers • Products with long lives • High levels of inventory • Hierarchical structure
  • 5. CONTEXT OF THE TIMES • STABLE MARKETS • LIMITED TECHNOLOGICAL CHANGE • DEMAND EXCEEDS OFFER • CLIENTS NOT OVERLY DEMANDING • LIMITED COMPETITION • PRODUCTS WITH LONG LIFE CYCLE • GOVERNMENTAL PROTECTIONISM
  • 6. Today’S Context • Globalization of markets • High quality is a must • Consumers with high demands • Offer greater than demand • Short product life cycle • High level of technological change • Declining economy in the western world
  • 7. A “Function” Based Organization Validation Delivery Production Product Demand
  • 8. The Problems • Client relegated to the background • Based on tasks, activities, procedures and standards • Difficult to change • Slow reaction time • Bureaucratic • Uneven quality • High level of overhead
  • 9. Evolving Towards a “Process” Based Organization Validation Delivery Production Product Demand Service Product point Validation LIFTING OF CONSTRAINTS Demand Delivery Production
  • 10. FUNCTIONAL SILOS C D A B E F “ BUSINESS PROCESSES” A B C F H
  • 11. BUSINESS PROCESSES ? • Set of activities • Repeatable • Product or service • For customers • Have participants • Measurable MISSION OBJECTIVES • Business objective PRIORITIES
  • 12. Change of Perspective • FOCUS ON CUSTOMER vs. BUREAUCRACY • PRODUCT instead of FUNCTION • EFFICIENCY vs. EFFECTIVENESS • ROLES AND RESPONSIBILITIES vs. TASKS & ACTIVITIES • SIMPLICITY vs. COMPLEXITY • LEADERSHIP vs. MANAGEMENT • FOCUS ON BUSINESS vs. TECHNOLOGY
  • 14. Business Process Engineering Objectives & Priorities RETHINK RESTRUCTURE REVIEW REDESIGN REDEFINE Revised processes REQUESTION Current processes Technological opportunities
  • 15. Areas to Address • Business • Clients and products • Infrastructure and logistics • Organizational structure and culture • Information • Human resources • Procurement and suppliers • Management systems
  • 16. HOW? Domains of Change Business Management Customer Systems & Product Infrastructure Materials & Suppliers & Logistics Organizational Human Structure & Resources Culture Information
  • 17. HOW? AN ITERATIVE FOCUSED APPROACH Business Management Systems Customer .... & Product Stage 3 Stage 2 Materials Infrastructure Stage 1 & Suppliers & Logistics BUSINESS Human CUSTOMER Resources Organizational CURRENT Structure & Information Culture TARGET STRATEGY TRANSITION IMPLEMENTATION
  • 18. Metrics Products & Resources Means Reactions services consumed used obtained delivered Present processes Improved inputs outputs processes New processes QUALITY ECONOMY VALUE TIME
  • 19. Measuring Business Processes • ECONOMY (prices, fixed costs and variable costs, etc.) • TIME (elapsed time, wait time, production time, lost time, etc.) • QUALITY (precision, innovation, aesthetics, simplicity, robustness, quality of finish, volume, purity, etc.) • VALUE (perception of client, value of product, value of activities)
  • 20. Value of Change: Example: Car Repair Metrics QUALITY TIME FINANCIAL Domains BUSINESS Profit Margin CUSTOMER/ Completeness Elapsed Price PRODUCT Longevity INFRA- Availability Currency STRUCTURE Throughput SUPPLIERS Accuracy Restock Time Unit Cost HUMAN Knowledge Punctuality Productivity Attendance RESOURCES Skills
  • 21. Why? • To increase sales • To increase market share • To increase profits • To increase quality • To take advantage of new opportunities • To survive
  • 22. Why in Government ? TRANSFORM GOVERNMENTAL ORGANIZATION PRIVATIZE
  • 23. HOW? TYPES OF CHANGE CONTINUOUS C h a n g e INCREMENTAL RADICAL Time
  • 24. TYPES OF PROJECTS NATURE OF CHANGE LIMITED EXTENSIVE HIGH ORGANIZATION INTER- ORGANIZATION ORGANIZATION RISK SCOPE SPECIFIC SECTORIAL FUNCTIONAL NORMAL TASK MINIMAL MAJOR MANAGEMENT COMMITMENT
  • 25. Project Organization • Change management team – Owners of the process – Project manager – Project execution team – Creativity session animator – Ad-hoc specialists • Manager of committee • Group of clients • The “studio” approach
  • 27. Decisions First The “industrial” approach: The PCGI Studio approach:
  • 28. Between Streams Concurrency Creativity Sessions BUSINESS BUSINESS SOLUTIONS PROCESS SYSTEMS BUSINESS TRANSITION Creativity Mandates Sessions PROCESS Creativity Mandates Sessions SYSTEMS Creativity Mandates Sessions TRANS- Creativity ITION Mandates Sessions
  • 29. Simplification of BPE Process 80% 20% VALUE TIME
  • 31. Reuse
  • 33. Para-VENT RPM MODEL P a rtic ip a n ts H C u s to m e rs & S ta k e - H o ld e rs P ro c e s s J S ta k e h o ld e r P ro c e s s C K S ta k e h o ld e r P ro c e s s H F I M S ta k e h o ld e r P ro c e s s B D S ta k e h o ld e r O th e r O rg . L P a rtic ip a n t O th e r O rg . E P a rtic ip a n t B u s in e s s G P a rtn e rs A S u p p lie rs S y s te m s & S .1 S .2 S .3 E n a b le rs F ig . 1 6 .2 : B u s in e s s P ro c e s s M o d e lin g T e c h n iq u e s
  • 34. Para- VENT RPM “leveling” Business Process (level “1”) Business Sub- Process (level “2”)
  • 35. ? ? ? ? (a) Lack of Customer Focus (b) Activities without Value ? ? (c) Redundant Activities/Outputs (d) Internal Deliverable Focus
  • 36. (e) Too Many “Handoffs” (e) Focus on Control (h) Process “Loops” (g) Lack of Concurrency
  • 38. PCGI Para-VENT BUSINESS PROCESS ENGINEERING METHODOLOGY CHANGE MANAGEMENT P.0: PROTOTYPE IMPLEMENTATION I.0: IMPLEMENT IMPLEMENTATION NEW NEW BUSINESS STAGES STAGES BUSINESS PROCESSES PROCESSES B P E DESIGN T.0: PLAN BUSINESS DESIGN R N PROCESS O E STAGES STAGES TRANSITION J F E I C T F.0: DEFINE FUTURE T S BUSINESS PROCESSES M A M S.0: DETERMINE N A FUTURE BUSINESS A N PROCESS STRATEGY G A E G M E C.0: UNDERSTAND E M CURRENT BUSINESS N E PROCESSES T N T PLANNING Pr.0: PREPARE R.0: UNDERSTAND BUSINESS PLANNING & PLAN CHANGE REQUIREMENTS STAGES STAGES PROJECT & BUSINESS PROCESSES BUSINESS PROCESS MEASUREMENT & OPTIMIZATION Fig. 6.1: The -VENT Business Process Engineering Methodology Stages Para
  • 39. HOW? • EXECUTIVE INTERVIEWS • CREATIVITY SESSIONS – FOCUS – DIRECTIONS – DECISIONS – SUPPORT – MANDATES • ITERATIONS – BUSINESS – CURRENT & ASSESSMENT – STRATEGY & TARGET – TRANSITION
  • 40. P r.0 : P R E P A R E & P L A N P R O J E C T P r.0 : P R E P A R E & P L A N P R O J E C T P r.5 ID E N T IF Y P O T E N T IA L A R E A S O F S E N S IT IV IT Y - P o litic a l - C o n tra c tu a l - R e g u la to ry / L e g a l - Hum an - M o ra l / E th ic a l P r. 1 P r.8 P r.3 P r.2 P r.6 D E F IN E P R O J E C T D E V E L O P IN IT IA L D E F IN E P R O J E C T D E F IN E P R O J E C T S C O P E D E F IN E D E L IV E R A B L E IN IT IA L O B J E C T IV E S PRO JECT PLAN D E L IV E R A B L E S & C O N S T R A IN T S A C C E P T A N C E C R IT E R IA - D E F IN E T Y P E -ID E N T IF Y P E R C E IV E D - D E V E L O P P R E L IM IN A R Y - P re s e n ta tio n s - D E T E R M IN E P R O J E C T - D E F IN E A C C E P T A N C E O P P O R T U N IT IE S PR O JE C T S TR A TE G Y - R e p o rt B O U N D A R IE S C O M M IT T E E - N e w b u s in e s s - e tc . - B u s in e s s U n it(s ) - N e w p ro d u c ts - E S T A B L IS H P R O J E C T - L im its - D E T E R M IN E - N e w c u s to m e rs C O M M U N IC A T IO N S - D E T E R M IN E A U D IE N C E - e tc . M E A S U R E M E N T C R IT E R IA - e tc . STR ATEG Y - D E T E R M IN E F O R M A T - D E T E R M IN E R E A C H - D E T E R M IN E Q U A L IT Y -ID E N T IF Y P E R C E IV E D - ID E N T IF Y R O L E S A N D - C u s to m e r im p lic a tio n A S S U R A N C E C R IT E R IA PR OBLEM S R E S P O N S IB IL IT IE S - D E T E R M IN E S T Y L E - S u p p lie r im p lic a tio n - F in a n c ia l - P a rtn e r im p lic a tio n - Q u a lity - ID E N T IF Y A C T IV IT IE S - ID E N T IF Y L E V E L O F D E T A IL - e tc . - D E T E R M IN E R A N G E - ID E N T IF Y IN IT IA L P R O J E C T - D E L IV E R Y D A T E S - A n tic ip a te d ty p e o f c h a n g e - ID E N T IF Y M O T IV A T IO N STR UCTUR E - A n tic ip a te d m a g n itu d e o f A N D “T R IG G E R ” change - In te rn a l - C R E A T E P R E L IM IN A R Y - C u s to m e r PR O JE C T P LA N - D E T E R M IN E H O R IZ O N - C o m p e titio n P r.7 - T im e fra m e (s ) P r.4 - e tc . - D E T A IL N E X T S E T O F C O N - - R ange D E T E R M IN E D E F IN E P R O J E C T C U R R E N T A C T IV IT IE S PRO JECT TEAM - ID E N T IF Y A N T IC IP A T E D S P O N S O R S H IP - ID E N T IF Y “G IV E N S ” - S E T U P P R O J E C T “M IL E - P R O J E C T D E L IV E R A B L E - ID E N T IF Y IN IT IA L STO NES” - F e a s ib ility s tu d y - ID E N T IF Y P R O J E C T - ID E N T IF Y C O N S T R A IN T S TEAM M EM BERS - R e c o m m e n d a tio n s “O W N E R ” - P o litic a l - D ia g n o s tic - F in a n c ia l - ID E N T IF Y A D D IT IO N A L - Im p le m e n ta tio n - ID E N T IF Y IN IT IA L - T im e S K IL L S / P A R T IC IP A N T S - e tc . PR O JE C T - e tc . R E Q U IR E D STAKEH OLDERS - ID E N T IF Y H O W P R O J E C T - ID E N T IF Y T IM E R E Q U IR E D R E S U L T S W IL L B E U S E D F ig . 7 .2 : T h e in -V E N T P re p a re a n d P la n P ro je c t S ta g e
  • 41. R .0 : U N D E R S T A N D B U S IN E S S C H A N G E R E Q U IR E M E N T S R .0 : U N D E R S T A N D B U S IN E S S C H A N G E R E Q U IR E M E N T S R .4 ID E N T IF Y C U R R E N T / F U T U R E B U S IN E S S R E F E R E N C E B A S E - ID E N T IF Y “W O R L D -C L A S S ” O R G A N IZ A T IO N S - ID E N T IF Y IN D U S T R Y (“B E S T -IN -C L A S S ”) L E A D E R S - ID E N T IF Y G E N E R IC P R O C E S S L E A D E R S - ID E N T IF Y G E N E R IC S T A N D A R D S / B E N C H M A R K S R .2 R .7 D E V E L O P F U T U R E B U S IN E S S V IS IO N R .1 ID E N T IF Y C U R R E N T / - ID E N T IF Y O R G A N IZ A T IO N T A R G E T B U S IN E S S E N V IR O N M E N T UNDERSTAND FUTURE CUSTOM ERS & - ID E N T IF Y N E W B U S IN E S S O P P O R T U N IT IE S O R G A N IZ A T IO N PRODUCTS - ID E N T IF Y H O W T O S O L V E C U R R E N T P R O B L E M S M IS S IO N & - R E IN F O R C E C U R R E N T B U S IN E S S S T R E N G T H S B U S IN E S S - ID E N T IF Y N E W B U S IN E S S - ID E N T IF Y T A R G E T E M P L O Y E E S K IL L S E T S / Q U A L IT IE S O P P O R T U N IT IE S - e tc . -ID E N T IF Y W H A T - W HO ARE CUSTO M ERS? B U S IN E S S T H E - W HER E ARE THEY? O R G A N IZ A T IO N IS - W H Y A R E / W IL L T H E Y B E R .6 R .8 R .1 0 C U R R E N T L Y IN CUSTO M ERS? ID E N T IF Y C R IT IC A L ID E N T IF Y P O T E N T IA L D E V E L O P B U S IN E S S - ID E N T IF Y P R O D U C T S B P E IM P R O V E M E N T TECHNOLOGY ENABLERS CASE FOR CHANGE - ID E N T IF Y C U R R E N T - ID E N T IF Y S E R V IC E S M IS S IO N TARGETS (IT E R A T IO N # 1 ) - ID E N T IF Y C U S T O M E R - In fo rm a tio n T e c h n o lo g y -ID E N T IF Y IM P R O V E M E N T P R O F IL E S F O R E A C H - ID E N T IF Y T A R G E T S - ID E N T IF Y W H A T TYPE - T e le c o m m u n ic a tio n s B U S IN E S S T H E - C ost - ID E N T IF Y C H A N G E S O R G A N IZ A T IO N W IL L R .3 - Q u a lity - R o b o tic s / In te llig e n t M a c h in e s B E IN IN T H E T A R G E T - T im e ID E N T IF Y C U R R E N T - ID E N T IF Y B E N E F IT S T IM E F R A M E - F le x ib ility B U S IN E S S P R O C E S S - T ra n s p o rta tio n - T a n g ib le s - R e s p o n s iv e n e s s O P P O R T U N IT IE S - In ta n g ib le s - ID E N T IF Y T A R G E T - e tc . - e tc . M IS S IO N - ID E N T IF Y H IG H L E V E L - ID E N T IF Y IM P R O V E M E N T - ID E N T IF Y K E Y C O S T S CO ST STRUC TURES SCALE - UN DER STAND O RG . - ID E N T IF Y P R O C E S S - R a d ic a l - ID E N T IF Y P R IO R IT IE S C R IT IC A L S U C C E S S Q U A L IT Y IM P R O V E M E N T - In c re m e n ta l FAC TOR S R .9 NEEDS - C o n tin u o u s - E V A L U A T E V IA B IL IT Y ID E N T IF Y C U R R E N T & - W a s te R e d u c tio n F U T U R E K E Y H IG H L E V E L - M e tric s - D E F IN E V A L U E A N D - ID E N T IF Y IM P L IC A T IO N S B U S IN E S S P R O C E S S E S - D e fe c t M a n a g e m e n t IM P R O V E M E N T T A R G E T S - ID E N T IF Y T E M P O R A L - M e tric s - D O C U M E N T B U S IN E S S - ID E N T IF Y K E Y O U T P U T S O P P O R T U N IT IE S - A c c u ra c y / Q u a lity CASE - ID E N T IF Y H IG H L E V E L - e tc . - e tc . PRO CESSES - V E R IF Y C H A N G E S IN - ID E N T IF Y H IG H L E V E L PR O JE C T S C O PE O R R .5 S U B -P R O C E S S E S (IF R Q D .) O B J E C T IV E U N D E R S T A N D C U R R E N T / F U T U R E M A J O R E X T E R N A L C O N S T R A IN T S - C O N F IR M P R O C E S S - R e g u la to ry - E n v iro n m e n ta l O W N E R / C H A M P IO N (S ) - O B T A IN M A N A G E M E N T - C o n tra c tu a l - S o c ia l - e tc . APPRO VAL FO R NEXT - Legal - e tc . S T A G E (S ) F ig . 8 .2 : T h e in -V E N T U n d e rs ta n d B u s in e s s C h a n g e N e e d S ta g e
  • 42. C .0 : U N D E R S T A N D C U R R E N T B U S IN E S S P R O C E S S E S C .0 : U N D E R S T A N D C U R R E N T B U S IN E S S P R O C E S S E S C .3 U N D E R S T A N D C U R R E N T O R G A N IZ A T IO N C U L T U R E - O rg a n iz a tio n V a lu e s - A ttitu d e s to w a rd s R is k - V ie w s o n S ta tu s - e tc . - V ie w s o n Q u a lity - A ttitu d e s to w a rd s In n o v a tio n - M e th o d s o f C o m p e n s a tio n C .2 D E T A IL C U R R E N T B U S IN E S S P R O C E S S C O N S T R A IN T S - R e g u la to ry , C o n tra c tu a l, P h y s ic a l, G e o g ra p h ic , E n v iro n m e n ta l, M o ra l / E th ic a l, e tc . - U N D E R S T A N D IN -P R O G R E S S C H A N G E S IN C U R R E N T P R O C E S S C .6 C .7 C .8 C .1 0 C .4 ID E N T IF Y EVALUATE M EASURE KEY UPDATE U N D E R S T A N D C U S T O M E R ’S V IE W S O F CURRENT CURRENT CURRENT B U S IN E S S C A S E CURRENT O UTPUTS PROCESS B U S IN E S S B U S IN E S S FOR CHANGE - ID E N T IF Y “K E Y ” C U S T O M E R G R O U P S A C T IV IT IE S & PROCESSES PROCESS (IT E R A T IO N # 2 ) - ID E N T IF Y B E N E F IT S FLOW S M E T R IC S - U N D E R S T A N D “K E Y ” C U S T O M E R ’S V IE W O F - COMPARE TO - T a n g ib le s OU TPU TS REFERENC E BASE - In ta n g ib le s - ID E N T IF Y K E Y - ID E N T IF Y S U B - M E T R IC S PRO CESSES - E V A L U A T E A B IL IT Y - ID E N T IF Y C U R R E N T T O A T T A IN F U T U R E CO STS - ID E N T IF Y S O U R C E S - ID E N T IF Y A C T IV IT IE S IM P R O V E M E N T S O F IN F O R M A T IO N BY R O LE - R E F IN E P R IO R IT IE S C .5 - ID E N T IF Y V A L U E - E V A L U A T E Q U A L IT Y - ID E N T IF Y IN P U T S & A D D E D B Y A C T IV IT Y - V E R IF Y C H A N G E S IN O F IN F O R M A T IO N O U T P U T S B Y A C T IV IT Y U N D E R S T A N D O R G A N IZ A T IO N ’S V IE W PR O JE C T S C O PE O R OF CURRENT OUTPUTS - ID E N T IF Y P R O C E S S O B J E C T IV E - E V A L U A T E V IA B IL IT Y - ID E N T IF Y F L O W S & -S tre n g th s OF M EASUREM ENTS S E Q U E N C IN G O F - U N D E R S T A N D O R G ’S V IE W O F O U T P U T S - W eaknesses - ID E N T IF Y S T A F F IN G A C T IV IT IE S - R is k s C H A N G E S (if a n y ) - M EASU RE KEY - U N D E R S T A N D O R G ’S V IE W O F C U S T O M E R ’S - O p p o rtu n itie s P R O C E S S M E T R IC S - ID E N T IF Y E X T E R N A L - U P D A T E B U S IN E S S V IE W S O F O U T P U T S P A R T IC IP A N T S - ID E N T IF Y P O T E N T IA L CASE - EVALUATE RESULTS IM P R O V E M E N T S - CO M PARE, EVALUATE, &RESO LVE V IS --A -V IS P R E V IO U S - ID E N T IF Y P R O C E S S - G ET APPRO VAL FO R D IS C R E P A N C IE S A S S U M P T IO N S IN T E R -R E L A T IO N S H IP S N E X T S T A G E (S ) C .1 C .9 ID E N T IF Y “ Q U IC K F IX E S ” U N D E R S T A N D S T A K E H O L D E R S R O L E S & R E S P O N S IB IL IT IE S - E L IM IN A T E N O N -V A L U E A C T IV IT IE S / F L O W S - ID E N T IF Y P R O C E S S S T A K E H O L D E R S : IN T E R N A L & E X T E R N A L - M E R G E A C T IV IT IE S - C u s to m e rs , S u p p lie r, C o -R e s p o n s ib le P a rtn e r, e tc . - S IM P L IF Y A C T IV IT Y O U T P U T S - ID E N T IF Y R O L E S - IN C R E A S E C O M M U N IC A T IO N - O rie n ta tio n / D ire c tio n , E x e c u tio n , D e c is io n M a k in g , C o n s u ltin g , e tc . F ig . 9 .2 : T h e in -V E N T U n d e rs ta n d C u rre n t B u s in e s s P ro c e s s e s S ta g e
  • 43. S .0 : D E T E R M IN E F U T U R E B U S IN E S S P R O C E S S S T R A T E G Y S .0 : D E T E R M IN E F U T U R E B U S IN E S S P R O C E S S S T R A T E G Y S .3 U N D E R S T A N D T E C H N O L O G Y E N A B L E R IM P A C T S S .7 ID E N T IF Y C H A N G E M A N A G E M E N T S T R A T E G IE S (B Y O P T IO N ) - C O N F IR M E N A B L E R S - ID E N T IF Y & E V A L U A T E IM P A C T S - In fo rm a tio n T e c h n o lo g y - C o m p re s s io n o f tim e - ID E N T IF Y C R IT IC A L S U C C E S S F A C T O R S F O R C H A N G E - In te llig e n t M a c h in e s - G e o g ra p h ic in d e p e n d e n c e - D is c lo s u re - R o le s / R e s p o n s ib ilitie s - T e le c o m m u n ic a tio n s - In c re a s e in q u a lity - C o m m u n ic a tio n s - O rg a n iz a tio n S tru c tu re - e tc . - e tc . - R e s o u rc e / E m p lo y e e - C o m p e n s a tio n /In c e n tiv e s R e d e p lo y m e n t - O rg a n iz a tio n C u ltu re S .6 S .1 S .9 U N D E R S T A N D IN D U S T R Y & B U S IN E S S S .5 ID E N T IF Y & A S S E S S T R E N D S & D IR E C T IO N S SELEC T STR A TEG Y & D E F IN E F U T U R E P O T E N T IA L U P D A T E B U S IN E S S B U S IN E S S P R O C E S S - ID E N T IF Y G E N E R IC IN D U S T R Y S T R A T E G IE S R O A D -B L O C K S T O CASE FOR CHANGE S T R A T E G IE S & - K A N B A N , J IT , S u p p lie r S c h e d u lin g , S u p p lie r C e rtific a tio n , C H A N G E (B Y O P T IO N ) (IT E R A T IO N # 3 ) P ro g ra m M a n a g e m e n t, e tc . O P T IO N S - F in a n c ia l - C u ltu ra l - E V A L U A T E A P P L IC A B IL IT Y O F S T R A T E G IE S - E V A L U A T E O P T IO N S - ID E N T IF Y G U ID IN G / D E S IG N - P o litic a l (S W R O ) P R IN C IP L E S - Hum an - ID E N T IF Y S H O R T L IS T O F P O T E N T IA L S T R A T E G IE S - S o c ia l/ E n v iro n m e n ta l - ID E N T IF Y R A N G E O F - ID E N T IF Y A L T E R N A T IV E S - e tc . B E N E F IT S B Y O P T IO N - E lim in a tio n - E m p o w e rm e n t - ID E N T IF Y “W O R S T C A S E ” - S im p lific a tio n S .2 C O S T S B Y O P T IO N D E T A IL , Q U A N T IF Y , & P R IO R IT IZ E K E Y S .8 - C o n s o lid a tio n - F ix e d - O u ts o u rc in g B U S IN E S S P R O C E S S C H A N G E N E E D S ID E N T IF Y & A S S E S S - V a ria b le - A u to m a tio n - ID E N T IF Y IN T E R N A L & E X T E R N A L M E T R IC S P O T E N T IA L IM P A C T S - e tc . - C o s ts , D e la y s , Q u a lity , R e s p o n s iv e n e s s , F le x ib ility , e tc . - P E R F O R M A S E N S IT IV IT Y O F C H A N G E (B Y A N A L Y S IS B Y O P T IO N - S E L E C T S T R A T E G IE S - ID E N T IF Y E X IS T E N C E & A V A IL A B IL IT Y O F M E T R IC O P T IO N ) M E AS U R E M E N T TO O LS - SELECT A TARG ET - G R O U P S T R A T E G IE S & B U S IN E S S P R O C E S S - C u s to m e rs D E F IN E O P T IO N S F O R - E V A L U A T E Q U A L IT Y O F M E T R IC M E A S U R E M E N T STR ATEG Y - P ro d u c ts C HAN GES - E m p lo y e e s - ID E N T IF Y A D D IT IO N A L T O O L S / P R O C E D U R E S - V E R IF Y C H A N G E S IN - R e s o u rc e s R E Q U IR E D T O M E A S U R E T A R G E T M E T R IC S PR O JE C T S C O PE O R - In fra s tru c tu re O B J E C T IV E - L o g is tic s - O rg a n iz a tio n S tru c tu re S .4 - A D JU S T PR O JE C T - A llia n c e s U N D E R S T A N D H IS T O R Y O F C H A N G E S T O S T A F F IN G (IF N E E D E D ) - P a rtn e rs h ip s B U S IN E S S P R O C E S S (E S ) - C o n tra c ts - U P D A T E B U S IN E S S - e tc . - IN V E S T IG A T E P R E V IO U S A T T E M P T S A T C H A N G IN G P R O C E S S (E S ) CASE & G ET APPRO VAL - UN DER STAND R ESULTS & REASO NS FOR R ESULTS F O R N E X T S T A G E (S ) - ID E N T IF Y E R R O R S T O A V O ID / F A C T O R S F O R S U C C E S S - e tc . F ig . 1 0 .2 : T h e in -V E N T D e te rm in e F u tu re B u s in e s s P ro c e s s S tra te g y S ta g e
  • 44. F .0 : D E F IN E F U T U R E B U S IN E S S P R O C E S S E S F .0 : D E F IN E F U T U R E B U S IN E S S P R O C E S S E S F .7 F .2 F .8 V E R IF Y P E R F O R M A N C E O F R E F E R E N C E B A S E (if re q u ire d ) EVALUATE NEW ID E N T IF Y - In fo rm a tio n S o u rc e s B U S IN E S S E X P E R IM E N T A L - Q u a lity PROCESSES PROTOTYPE - A v a ila b ility R E Q U IR E M E N T S - M e a s u re m e n t C o n d itio n s - C A T E G O R IZ E C H A N G E S - B e n c h m a rk s , e tc . - V a lu e A d d e d - V a lid a te S tra te g y - E ffo rt - In v e s tm e n t - C a lib ra te E s tim a te s - T im e F .6 F .1 F .3 - B e n e fits - e tc . - R e s is ta n c e to C h a n g e D E T A IL IM P A C T S O F F IN A L IZ E F U T U R E R E D E S IG N C U R R E N T R E D E S IG N C U R R E N T - T ra in in g R e q u ire d N E W B U S IN E S S - E V A L U A T E S E N S IT IV IT Y PROCESS CHANGE B U S IN E S S B U S IN E S S - e tc . O F R E C O M M E N D A T IO N S PROCESSES R E Q U IR E M E N T S PROCESSES PROCESSES T O U N C E R T A IN T Y O F - R e d u c e R is k E S T IM A T IO N - M a n a g e m e n t S ty le - F IN A L IZ E C U S T O M E R S E T - E V A L U A T E R IS K S O F - T e c h n o lo g ic a l C a p a b ility - F IN A L IZ E “V A L U E ” R E C O M M E N D A T IO N S F .9 D E F IN IT IO N -T e c h n o lo g ic a l - H u m a n R e s o u rc e s - F in a n c ia l U P D A T E B U S IN E S S - S k ills - F IN A L IZ E O U T P U T S - H um an - K n o w le d g e CASE FOR CHANGE - P ro d u c ts - e tc . (IT E R A T IO N # 4 ) - S e rv ic e s -O rg a n iz a tio n S tru c tu re - In fo rm a tio n - R E F IN E E S T IM A T E S - E V A L U A T E W .C . C O S T S V S F .4 - R o le s B .C . B E N E F IT S - R e s p o n s ib ilitie s -F IN A L IZ E M E T R IC S D E S IG N N E W - V E R IF Y C H A N G E S IN D E S IG N N E W - In d ic e s PR O JE C T S C O PE O R - E V A L U A T E T H E A B IL IT Y B U S IN E S S B U S IN E S S - C o m p e n s a tio n - V a lu e s O B J E C T IV E O F O R G A N IZ A T IO N T O PROCESSES PROCESSES - S o u rc e s ABSOR B CH ANG E - C u ltu ra l S ta tu s & B e lie fs - A D JU S T PR O JE C T - O B T A IN S T A F F IN G (IF N E E D E D ) - ID E N T IF Y A B E N E F IT S - P o litic a l P o w e r & In flu e n c e M ANAG EM ENT M ANAG EM ENT STRATEGY APPRO VAL - U P D A T E B U S IN E S S C A S E - In fo rm a tio n A v a ila b ility & Q u a lity - G ET M AN AG EM ENT APPRO VAL F .5 R E F IN E D E V E L O P M E N T O F C H A N G E M A N A G E M E N T S T R A T E G Y - D E T A IL C H A N G E M A N A G E M E N T IS S U E S - P R IO R IT IZ E IS S U E S - FO R M U LA TE C H A N G E M A N A G E M E N T STR ATE G Y F ig . 1 1 .2 : T h e in -V E N T D e fin e F u tu re B u s in e s s P ro c e s s e s S ta g e
  • 45. F .3 : R E D E S IG N C U R R E N T B U S IN E S S P R O C E S S E S F .3 : R E D E S IG N C U R R E N T B U S IN E S S P R O C E S S E S F .3 f F .3 a F .3 b F 3 .c F .3 d F .3 e A U TO M A TE E L IM IN A T E N O N - EM PO W ER S IM P L IF Y C O N S O L ID A T E & OUTSOURCE A C T IV IT IE S & VALUE ADDED PROCESS PROCESS FLOW S, RESEQUENCE R E S P O N S IB IL IT IE S IN F O R M A T IO N FLOW S, STAKEHOLDERS D E L IV E R A B L E S , A C T IV IT IE S & D E L IV E R A B L E S , & A C T IV IT IE S FLOW S - ID E N T IF Y C A N D ID A T E - EVALUATE - REDUC E CO NTR OL & A C T IV IT IE S A C T IV IT IE S F O R TEC H N O LO G Y R E Q U IR E M E N T S - ID E N T IF Y “C R IT IC A L - IN T E G R A T E O U T S O U R C IN G E N A B L E R S V IS -A -V IS PATH” A C T IV IT IE S - E L IM IN A T E N O N -V A L U E - TAR GET NEEDS - MANAGE BY A D D E D D E P E N D E N C IE S - EVALUATE E X C E P T IO N - REDUCE - MERGE - A llo w c o n c u rre n c y “IN -S O U R C IN G W IT H IN - C A T E G O R IZ E T H E - S ta k e h o ld e rs R E S P O N S IB IL IT IE S - P re / p o s t e x e c u te O R G A N IZ A T IO N A U T O M A T IO N - M O V E D E C IS IO N - H a n d o ffs fu n c tio n s P O T E N T IA L O F T H E M A K IN G A S C L O S E T O - In te rn a l d e liv e ra b le - C O N S O L ID A T E - D E T E R M IN E S E R V IC E A C T IV IT IE S & F L O W S THE O UTPUT AS v o lu m e IN F O R M A T IO N -E L IM IN A T E LE V ELS P O S S IB L E - In te rn a l d e liv e ra b le B O T T L E -N E C K S & L O O P S - ID E N T IF Y E X IS T IN G - “P A R A L L E L IZ E ” c o m p le x ity - ID E N T IF Y S E R V IC E SYSTEM S & DBs TO - M AKE THE CUSTO M ER A C T IV IT IE S F O R - E L IM IN A T E L E V E L M A N A G E A B IL IT Y B E R E E N G IN E E R E D THE EXEC UTO R O F TH E - REUSE E X E C U T IO N C O N - UNNECESSARY (S U B )P R O C E S S - In fo rm a tio n CURRENCY R E D U N D A N C IE S - ID E N T IF Y - ID E N T IF Y N E W - C o m p o n e n ts - “S h a d o w ” ro le s & CO NTRACTUAL SYSTEM S & DATA - e tc . - e tc . - e tc . a c tiv itie s R E Q U IR E M E N T S & BASES - D u p lic a tio n C O N S T R A IN T S - RECYCLE - E S T IM A T E C O S T S O F - In fo rm a tio n - E L IM IN A T E - E S T IM A T E A U T O M A T IN G T H E - C o m p o n e n ts N O N V A L U E -A D D E D O U T S O U R C IN G C O S T S TAR GET PRO CESS - e tc . T R A N S C R IP T IO N S A C T IV IT IE S - D a ta E n try /R e -e n try - RECO M M EN D - M U L T I-V E R S IO N S : - C o n v e rs io n O U T S O U R C IN G - E V A L U A T E IM P A C T S E V A L U A T E 8 0 /2 0 - e tc . S O L U T IO N S O F A U T O M A T IO N - T R IA G E A S E A R L Y A S -E L IM IN A T E - ID E N T IF Y P O T E N T IA L - IT E R A T E P O S S IB L E D IS T R A C T O R S S U P P L IE R S F O R -In v o lv e m e n t in O U T S O U R C IN G o th e r p ro c e s s e s -E L IM IN A T E UNNECESSARY IN T E R N A L D E L IV E R A B L E S F ig . 1 1 .3 : T h e in -V E N T R e d e s ig n C u rre n t B u s in e s s P ro c e s s e s A c tiv ity
  • 46. F .4 : D E S IG N N E W B U S IN E S S P R O C E S S E S F .4 : D E S IG N N E W B U S IN E S S P R O C E S S E S F .4 e F .4 a F .4 c F .4 d F .4 b A U TO M A TE ID E N T IF Y & ID E N T IF Y W O R K STR U C TU R E W O RK OUTSOURCE A C T IV IT IE S & EM PO W ER R E Q U IR E D T O R E L A T IO N S H IP S R E S P O N S IB IL IT IE S IN F O R M A T IO N PROCESS PRODUCE PROC. & FLOW S STAKEHOLDERS OUTPUTS R E Q U IR E D T O - ID E N T IF Y C A N D ID A T E - EVALUATE PRODUCE O UTPUTS A C T IV IT IE S F O R TEC H N O LO G Y - ID E N T IF Y K E Y N E W - ID E N T IF Y V A L U E - O U T S O U R C IN G E N A B L E R S V IS -A -V IS B U S IN E S S P R O C E S S ADD ED W O RK - S E Q U E N C E A C T IV IT IE S TAR GET NEEDS STAKEH OLDERS R E Q U IR E D T O TO - EVALUATE PRO DU CE O UTPUTS - M a x im iz e C o n c u rre n c y “IN -S O U R C IN G W IT H IN - C A T E G O R IZ E T H E - M O V E D E C IS IO N - M in im iz e L o g is tic s O R G A N IZ A T IO N A U T O M A T IO N M AKER AS CLO SE TO - G R O U P W O R K IN T O C h a in s P O T E N T IA L O F T H E CUSTO M ER AS M IN IM U M N U M B E R - M in im iz e L in e s o f - D E T E R M IN E S E R V IC E A C T IV IT IE S & F L O W S P O S S IB L E O F A C T IV IT IE S C o m m u n ic a tio n LE V ELS - M in im iz e “H a n d o ffs ” - M anual - D E F IN E N E W R O L E S - ID E N T IF Y IN P U T S & - ID E N T IF Y S E R V IC E - P a rtia lly A u to m a te d T O M A X IM IZ E OU TPU TS FO R EACH - M IN IM IZ E F L O W S L E V E L M A N A G E A B IL IT Y - F u lly A u to m a te d R E S P O N S IB IL IT Y & A C T IV IT Y B E T W E E N A C T IV IT IE S A C C O U N T A B IL IT Y - ID E N T IF Y - ID E N T IF Y T A R G E T - G R O U P IN P U T S & - P ro d u c ts / G o o d s CO NTRACTUAL SYSTEM S & DATA - M IN IM IZ E C O N T R O L O U T P U T S IN T O - S e rv ic e s R E Q U IR E M E N T S & BASES R O LE S M IN IM U M N U M B E R - In fo rm a tio n C O N S T R A IN T S OF FLO W S - C o n tro l - E S T IM A T E C O S T S O F - MANAGE BY - E S T IM A T E A U T O M A T IN G T H E E X C E P T IO N - “T R IA G E ” E A R L Y O U T S O U R C IN G C O S T S TAR GET PRO CESS A C T IV IT IE S - M IN IM IZ E F L O W S T O - RECO M M EN D & F R O M B U S IN E S S O U T S O U R C IN G - E V A L U A T E IM P A C T S PARTNERS S O L U T IO N S O F A U T O M A T IO N - EXTEND PRO CESS - ID E N T IF Y P O T E N T IA L - IT E R A T E D E F IN IT IO N S U P P L IE R S F O R O U T S O U R C IN G F ig . 1 1 .4 : T h e in -V E N T D e s ig n N e w B u s in e s s P ro c e s s e s A c tiv ity