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Consultative workshop on a framework and methodology
for business process management
14 March 2011
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Presentation Outline
Problem statement Research doneObjectives of the BPMDefinition of BPMWhy is BPM important?Proposed methodology
Preparation and activationCurrent “As is” status quo phaseImprovement approach, techniques and toolsProposed “To be” phaseImplementation phaseMaintain and measurement phase
Problem statement
Departments do not understand the value chain regarding the setting and improvement of service standards.Mapping of processes is being conducted outside a national set framework and methodologyThis vacuum has the effect that business processes are not shared and compared between departments and spheres to optimize service delivery
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Problem statement
The development of a framework and toolkit stipulating the minimum required norms and standards for business process mapping, review and management as well as the rest of the value chain made up of standard operating procedures, setting of service standards and the development of service delivery improvement plans is thus seen as a first necessary step to ensure that the development of the separate aspects within the value chain takes place in an orderly environment with maximum benefits towards service delivery.
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Problem statement
Once the framework and toolkit are in place, business process mapping can start within the set norms to develop business processes for selected frontline services in the Departments of Health and Basic Education. The development of a framework and toolkit will thus attempt to ensure that the process of improving service standards take place in a regulated environment whilst in a parallel process also identify what indicators for efficient andeffective business processes exists for selected frontline services in the Department of Health and Basic Education.
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Problem statement
This will be a totally new engagement and project for the DPSA which has never been attempted before. It is however seen as the most basic but at the same time important step towards enhancing the institutional memory and institutional maturity of government.
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Research done
Status quo determined through letters to departmental heads asking the following:
Business process management: Does the department map processes ( line and support). If so what tools are being used to do so and how do you go about the task. How do you compare processes with other departments, how do you ensure continuous improvement? How do you make sure that mapped processes are followed? How do you implement processes? How do you communicate the processes?
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Research done
Responses received:
Business processes: Seven of the nineteen departments responded to this question with an inappropriate answer or not at all. One department (Communication) had an approach in place but abandoned efforts due to lack of capabilities. Ten departments indicated that process mapping is taking place but not necessarily for all processes.
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Research done
Business processes: Most departments focus on priority processes for mapping. Four of the ten mentioned departments have a formal methodology and approach in place. The department of Rural development and Land Affairs indicated a very comprehensive approach which is also linked to activity based costing. Overall it is however deducted that clear guidelines are needed to focus departments’ activities. Capability in departments also needs to be created and sustained.
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Objective of the BPMframeworkAssist departments in improving service delivery through the appropriate application of the frameworkPromote the sharing of business processesUnderstanding the skills and competencies related to BPMEnable departments to engage meaningfully with service delivery planning
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Definition of BPM
BPM is the broad collection of activities within a department concerned with the identifying, classifying, documenting, measuring, analysing, improving, integrating and maintaining processes with the ultimate goal of serving the client better through achieving the various departmental strategic goals
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Why is a BPM framework and methodology important?
Business processes is the heartbeat of a department – productivity improvement, organisational structure, etcEnsures standardisation in the delivery of servicesHelp a department really understand its services and productsImprove effectiveness and quality
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Proposed methodology
The main phases in the phased approach is as follows:
Preparation and activationCurrent “As is” status quo phaseEvaluation of improvement approach, techniques and toolsProposed “To be” phaseImplementation phaseMaintain and measurement phase
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Preparation and activation phaseObtain and secure buy inChange management standards
People SystemsProcess
Lay BPM foundationPolicyGovernance structuresTools and structuresSet standardsTrainingChoice of a repository
Preparation and activation phase
Stakeholder analysisProject management standards
Current “As is” status quo phase
Compile a process inventoryIdentify and name processesClassify processesIdentify service recipientsIdentify process ownersIdentify systems/technologyIdentify process performance indicators
Identify and Appoint process ownersDocument/ map processes
Current “As is” status quo phase
Establish performance measuresMeasure process performanceAnalyse process performanceDetermine/ re-determine process vision/design principles
Determine improvement approach
Determine improvement approachIncremental
TQMKaizen6 SigmaLEANSuggestion systemWork measurement and productivity
Determine improvement approach
RadicalBPRKakuraInnovations
Technological tools and choices
Proposed “To be” phase
Improve processDevelop high level process alternatives
Identify process alternativesDevelop business case
ImplicationsCostAdvantagesDisadvantages
Proposed “To be” phase
Conduct detail process designStrategy
Effect legislative changesEffect policy changesUpdate delegations
ProcessUpdate process maps and repositoryRelook process ownership
TechnologyImplement technology needed
Proposed “To be” phase
PeopleUpdate organisational structureChange job profiles
Job descriptionPost specifications
Consider job gradingPerformance managementService level agreementsRe skilling
Consider infrastructure
Implementation phase
Obtain implementation mandateDevelop implementation planImplement quick winsUpdate RepositoriesCelebrate success
Maintain and measurement phase
Monitor process performanceOperational
Cost TimeResources
Staff experienceCitizen satisfactionGood governance
Identify further improvement opportunitiesMaintain business architecture
Discussion, recommendations and way forward
