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Business Challenges
Business is facing: Global business competition Rapid innovation and fast-changing business requirements Regulatory compliance challenges Increasing cost pressures Technologys typical response Slow delivery times High maintenance costs Brittle solutions Stove piped functional applications Redundant development efforts and operations Redundant and costly investment in multiple technical solutions Can technology be realigned to support the needs of business?
What we expect to achieve from the alignment and how will we measure it What alignment means from a business and from an IT perspective What strategy we will use to achieve the realignment
The decisions will be made at the enterprise level so there needs to be an enterprise context for the realignment The realignment needs to support decentralized development and business evolution in the future to achieve this we need a business architecture
Records Capture & Management Improvement Data Quality Control & Assurance Improvements Business Semantics & Sharing
Change Management
Process Optimization
Derivative Results
More rigorous, visible and auditable records capture throughout business processes (records management) Identification and management of quality control checkpoints and improvements in data quality and trustworthiness (information quality assurance) Access to management information from a business perspective rather than an application perspective (business semantics)
Business process management best practices for representing business processes which are manageable by business analysts, understandable to business managers and executable by developers
Current business definitions may be constrained to what single organizational units do and how they do it May be variations on a process across the organization Formal policies and procedures may not fully describe how work is done May be gaps in coverage of some business processes May be redundant descriptions of the same process which are not consistently maintained May represent a technology view rather than a human workflow view May not describe all of the resources that are required to support a business process
Accounting framework (Controllers budget and expenditures) Records management framework (BRCS, Archives Fonds organizational history) IT-Business framework (application-focused) Business continuity framework (core processes and critical incident) Business definitions in administrative, policy and procedures manuals (business operations)
Each scheme represents a resource viewpoint, though none serves as a baseline for comprehensively aligning resources to end-to-end busienss processes We propose a new framework which will allow us to harmonize these views this framework takes the form of an organizational business taxonomy
Business Framework
Business Areas
Lines of Business
Business Processes
How to Determine if it is a ..
Criteria Definition Line of Business There must be an accepted and published definition of the line of business, including all products and services There must be defined, institutionally authorized and published policies at the LoB level. The LoB must have defined products, services, outputs and outcomes which are required to sustain the organization. The LoB has a defined budget line. Business Process There must be defined conditions marking the initiation and completion, and a sequence of steps in between. There are institutionally authorized and defined business procedures, events, rules, tiggers and conditions that derive from and implement the LoB policies. The Business Process has defined inputs which are converted directly to outputs at the end of the process.
Products & Services vs. Inputs & Outputs Budget vs. Expenditures
Business process incurs individual expenses which can be tied to tasks or subprocesses, for all types of resources. Inherits at least the risk rating of the LOB, but may have an elevated risk if the business process must continue regardless of other BPs in the LOB. BPs have service standards and quality metrics for individual products and services. BPs tracks to specific customers, who receive the products and services at the completion of the process.
Risks
There is a known business risk to the organization when it is not available. LoB must have defined and published service standards and quality metrics across products and services. LoB has defined consumer groups/segments and stakeholders, whether internal or external to the organization.
How to Determine if it is
Criteria Human Assets Line of Business LoB has associated core competencies, job family and job profiles. Supported by facilities, consume energy, use communications, data, and information to generate outputs and outcomes. Business Process Business processes have people/roles and/or agents assigned to specific steps or subprocesses. Can trace human resources used to perform the business process. Tracks to specific applications at specific points in the business flow. Uses and produces known information assets. Tracks to specific offices and technology expenses to support the people and systems used in the process. Does not have a comparable industrial sector because it is not at a sector level of categorization. Inherits this value from the Line of Business. Is comprised of steps that make up a business process. Has a defined initiation point and a defined completion point. May have business subprocesses but does not include another business process. Not applicable.
Has comparable economic sector and external competitors, regardless of whether it is a primary or supporting LoB. LoB may or may not be a primary activity for the institution. Must have one or more associated business processes. Line of Business can not exist without supporting business processes. Is aligned with a Business Area as defined by the organizations strategic and performance contracts.
Business Area
Line of business is generally one level above where we can do business process management effectively Line of business is comprised of multiple business processes each of which represents an end-to-end process
Lets consider what would happen if we tried to do business process management at the Line of Business level
Business Processes
The framework provides us with a structure for harmonizing the Banks business knowledge, but we need to look at individual business processes for the detailed business knowledge that will help us achieve our goals
The top two levels of the framework (business areas and lines of business) provide us with a strategic view of the Banks business The bottom levels of the framework (processes and subprocesses) provide the business knowledge needed to begin to design a business architecture and to support business process management
Lets focus on Business Processes and Subprocesses in order to identify the kinds of business knowledge we need to support the business
Project Preparation
Draft PAD PID PAD-stage ISDS Draft EA, RAP, IPDP Minutes of PCN meeting Minutes of QER
Project Appraisal
Decision mtg package Minutes, PID, ISDS SMO Notice to Borrower Draft Aide-memoire Post-appraisal letter to Borrower.
Project Negotiation
Project Approval
Resources Allocated and Managed at these levels Process Variations are found and Improvements are made at these Levels
Project Signing
Project Effectiveness
Project Supervision
Project Completion
Project Evaluation
Line of Business level is too coarse to support process management goals and objectives
Define internal best practices and guidelines to ensure that business process models are consistently developed (ARIS Framework) Develop business models for processes, and inventory, register and publish existing business models (Business Analysts & Stewards working with IQ and IS teams) Recommend standards-based modeling and execution languages to be used by developers for implementing business process models (OASIS BPEL, WSDL, XSD) Build a business architecture layer as part of enterprise architecture (SOA + BA) Establish an enterprise governance process for business process management
Other Services
Environmental Data
Other Services
Material Input
Material Input
Financial Resources
Initial Event
Message
Result/Event
Org Unit
Human Input/Output
Machine Resources
Computer Hardware
Software
Robust description of a business process includes all elements of the ARIS framework.
connect any system associated with the process identify the people who support it link financial resources acknowledge but also cross organizational boundaries identify compliance (financial, records) points identify data and information quality control points Identify common steps and subprocesses to simplify and reuse applications provide managers with the capability to monitor the process for improvement and planning purposes
Business Process
Metrics for Lending (Reg: 58% of Bank Budget): Cost (40%), Quality (19%), Volume (16%), Capacity (13%), Satisfaction (6%), Timeliness (6%).
Project Identification
Project Preparation
Project Appraisal
Project Negotiation
Project Approval
Prepare AIS in SAP Prepare SMO Prepare PCN, PID, ISDS PCN Review Meeting ROC and/or OC review (for projects high risks)
Draft PAD PID PAD-stage ISDS Draft EA, RAP, IPDP Minutes of PCN meeting Minutes of QER TT prepares QER package SM Clears TL circulates TL prepares minutes of QER and SM clears and Issues minutes
Decision mtg package Minutes, PID, ISDS SMO Notice to Borrower Draft Aide-memoire Post-appraisal letter to Borrower. TT prepares package, SM and CD clear TL prepares notice to Borrower and CD issues TT prep. aide-memoire, TL signs & delivers TL prep. post-appraisal letter SM-CL-CD clear Transmittal Memo PAD,,PID, ISDS Safeguards Documents Legal Documents Minutes, Agenda SMO, Aide-memoire Notice to Borrower BTOR, Letter SAP, IRIS, Passkey, Project Portal, Lotus Notes, LAS, Travel Web W2K, Domino, Edge Server, HIS, Oracle, WebSphere, Lotus Notes, Siteminder, iPlanet, SAP, AIX, HACMP, EMC SRDF, EMC Timefinder TSM TDF, Tivoli Monitor, Telalert, Precise Luminate Time, Cost, Cap, Vol, Quality
Negotiations Package Formal Invitation to Borrower to Negotiate Minutes of Negotiation Summary of Negotiation Status of Negotiation notice TT prepares and CD, SM, LOAG2, CC clear TL prepares minutes and Lawyer, LOAG2, Leader of Borrower deleg. clear TL & Leader of Borrower delegation sign Memo, PAD, MOP Notice of Invitation Letter of Invitation Letter of Sector Policy Letter of Development Program Minutes
Final Board Package SCR & email to SECBO Regional Pre-board mtg Memo to MD Pre-board meeting Board Approval TL prepares Board pkg, SM-FO-LY-CD clear Lawyer prepares SCR & signed by RVP, LEGVP, expert appointed by CG TL prepares NB-Board Approval & lawyer clears Transmittal memo form 2337 , form 1767 Board Doc Sub. Form PAD, MOP, speech Notice to Borrower SCR Report Form 14, Form152 Speech IRIS, Passkey, Project Portal, LAS, Lotus Notes
Activities
TL prep. PCN package and Sends to SM TL prepares if applicable ROC and SM clears TL prepares OC and SM, CD, RVP clear
Information
AIS, SMO, BTOR PCN, PID, ISDS Cover Memo, Note Agenda Minutes of PCN review
SAP, IRIS, Passkey, Project Portal, Lotus Notes, Travel Web W2K, Domino, Edge Server, HIS, Oracle, WebSphere, Lotus Notes, Siteminder, iPlanet, SAP, AIX, HACMP, EMC SRDF, EMC Timefinder TSM TDF, Tivoli Monitor, Telalert, Precise Luminate Time, Cost, Capacity, Vol
App
Metric Technology
W2K, Domino, Edge Server, HIS, Oracle, WebSphere, Lotus Notes, Siteminder, iPlanet, SAP, AIX, HACMP, EMC SRDF, EMC Timefinder TSM TDF, Tivoli Monitor, Telalert, Precise Luminate Time, Cost, Cap, Vol, Quality
W2K, Domino, Edge Server, HIS, WebSphere, Oracle, SAP, Lotus Notes, Siteminder, iPlanet, Solaris, Sybase, Replication Server, WebServer, Print Archietcture. Time, Cost, Cap, Vol, Quality
W2K, Domino, Edge Server, HIS, WebSphere, Oracle, SAP, Lotus Notes, Siteminder, iPlanet, Solaris, Sybase, Replication Server, WebServer, Print Archietcture. Time, Cost, Quality
Business Process
Metrics for Lending (Reg: 58% of Bank Budget): Cost (40%), Quality (19%), Volume (16%), Capacity (13%), Satisfaction (6%), Timeliness (6%).
Project Signing
Project Effectiveness
Project Supervision
Project Completion
Project Evaluation
Notice of signing and signing ceremony Notice to Borrower signing Signed Legal Documents
Activities
OED assess what works and what does not and learn from the experience.
TL sends an invitation On signing TL prepares a notice to Borrower signing and Lawyer clears TL sends signed Legal Documents to ACTCF
TL prepares a memo & letter and lawyer clears CD signs and sends Letter to Borrower
Borrower prepares specs and evaluates bids. Ps ensures procurement Disbursement Officer authorize to withdraw fund FM maintains oversight of the FM project Bid documents, Contract Bid evaluation report Minutes of bid opening Cost estimate sheet Technical &/or financial evaluation report FM Reports/Docs IRIS, Passkey, Project Portal Client Connection, LAS, Extranet, Lotus Notes W2K, Domino, Edge Server, HIS, WebSphere, Oracle, SAP, Lotus Notes, Siteminder, iPlanet, Solaris, Sybase, Replication Server, WebServer, Print Archietcture. Time, Cost, Cap, Vol, Quality
OED staff assesses the project and sends to CD, SM, SD, TL, etc.
Information
App
Metric Technology
W2K, Domino.
W2K, Domino.
W2K, Domino, Edge Server, HIS, WebSphere, Oracle, SAP, Lotus Notes, Siteminder, iPlanet
Edge Server, IHS, WebSphere, Oracle, SAP, Siteminder, iPlanet, Lotus Notes
Time
Time
Satisfaction
Quality
Metrics for Travel (Bank Wide: Over $ 200M in FY-05): Cost Effectiveness Get Best Results with available Funds
Business Process
Travel Planning
Travel Transacting
Travel Controlling
Activities
Budget Analysts/Officers forecast travel expenses Traveler makes Reservation and enters Trip information into the Web Travel
Traveler contacts A. Exp AM approves the trip A. Exp receives Notice and issues the ticket Traveler enters expenses TCS is sent to Manager AM approves the trip
Ex Ante Controls: verify cost assignment, explanation of exceptions, PCard Usage, etc. Ex Post Controls: trip is approved, traveler sends receipt to ACT.
Traveler can use the Web Travel System to monitor the status of trip request as well as subsequent expense reimbursement request
Budget Analysts/Officers use the SAP Cost Report or Administrative Expense Report to monitor travel expenses
Travel Authorizations Travel Advisory services and guidelines Trip Document created In travel web system Reservation itinerary with American express Online Reservation system, Travel Web, Passkey, Notes
Outstanding Trip Claims Report Travel Expense Exception Report Budget Summary Repor Operational Mission Summary Report
Information
App
Metric Technology
W2K, IIS, Oracle, MS Load Balancer, SAP R3, TSM, NetIQ, Telalert, Edge Server, IHS, WebSphere, Lotus Notes
W2K, IIS, Oracle, MS Load Balancer, SAP R3, TSM, NetIQ, Telalert, Edge Server, IHS, WebSphere, Lotus Notes
W2K, IIS, Oracle, MS Load Balancer, SAP R3, TSM, NetIQ, Telalert, Edge Server, IHS, WebSphere
W2K, IIS, Oracle, MS Load Balancer, SAP R3, TSM, NetIQ, Telalert, Edge Server, IHS, WebSphere
W2K, IIS, Oracle, MS Load Balancer, SAP R3, TSM, NetIQ, Telalert, Edge Server, IHS, WebSphere
Cost Effectiveness
Cost Effectiveness
Cost Effectiveness
Cost Effectiveness
Cost Effectiveness
Metrics for HR Management: OPE, Performance Award, Award for Excellence, Time, learning
Business Process
Staff Performance
Staff Payment
Staff Benefits
Activities
Job Information Agency Recruitment Consultant & Staff app. YP/JPA Recruitment HARP Retiree E-recruitment
Leave and Attendance TAX Computation Staff Learning/Training Parking, health services Pension Benefits Administration
HR officer prepares
Staff prepares
Staff prepares OPE, Manager approves Manager prepares and approves performance awards, awards for excellence
Staff prepares
Staff
Information
HR Forms
HR Forms
HR Forms
HR Forms
HR Forms
LARS, TAX Kiosk LMS, Parking System HR Ben Pension, Passkey NextGen Healthcare IS PeopleSoft, Solaris, WebSphere, IHS, Oracle, SAP, Edge Server, AIX, Oracle, W2K, oracle report Server, ASP, Web OPE, Perf. Award, A for Exc
Metric Technology
App
PeopleSoft, Solaris, WebSphere, IHS, Oracle, SAP, Edge Server, AIX, Oracle
Time
Time
Time
learning
Business process models exist for some business processes but they are represented at varying levels of detail, quality and focus In other cases, business processes are described as documentation (business procedures, administrative manuals, operational procedures, etc.) For some processes, there are neither models nor procedural documentation
Recommend that as business analysts work with clients, they conduct a systematic inventory of business process models to
Identify what exists and what is needed to harmonize it Identify gaps in existing processes Determine what is needed to fill the gaps
Business stewards at all three levels of the framework (Business Area, Business Lines, Business Processes) Information Quality/Data Management Program Business Analysts Technical Custodians