2. EA @ CSU Work Process Improvement (WPI)

3. 2006 • A balancing act to survive Promote what we do & our outputs Understand what we need to do Do Stuff / Get results

4. Enterprises are complicated and complex • Everyone has a different view / perspective / window / frame / ref point • How does it ever move ahead ? • Should we simply accept that it does? • We need something to talk at – a constant

6. Organisational Overlays? • People • Committees • Events • Locations • Data • Procedures • Systems • Initiatives • Risk • Projects • Easy wins • Regulations • Working Parties • Rules • Stakeholders • Hot Spots • Strengths • Weaknesses • Goals • Roles • Pain Points • Strategy

7. Organisational Constants?

8. Why Process? • Apps are implementation of process • Process is the hub … • Map process to data, initiatives, org units, systems, goals, … > get good results • We’re using process in enterprise modelling - loosely based on Holcman

11. This goal impacts on these orgs • These orgs are working on these goals • These orgs use the same data • This data is important to X orgs • This org has these systems • These orgs have no systems • These systems are used by • This goal has no data about it • This data is impacted by these goals • This system helps with X goals • These goals impact on these systems • This goal has no system • These systems use the same piece of data

12. PROCESS • People • Committees • Events • Locations • Data • Procedures • Systems • Initiatives • Risk • Projects • Easy wins • Key Dates • Regulations • Working Parties • Rules • Stakeholders • Hot Spots • Strengths • Weaknesses • Goals • Roles • Pain Points • Strategy • Inductions

14. CSU Process Model • Preliminary • Conceptual • Independent • Primitive • Stable • Integrative • Useful

15. Overlay • Systems

16. Overlay • Procedures

17. Overlay Project bids for 2006

18. Overlay Approved 2006 projects

19. Overlay • The List???

20. Overlay • Commonality

21. FM, SS, IT (all enablers) • Provide Services • Support customers of those services • Provide advice and strategy to CSU wrt their speciality

23. But what are the processes? And how good are they in the first place?

24. Method • Determining and analysing stakeholders and process - loosely based on Burlton • Collection by org unit (not ideal) • Some reverse engineering of stakeholders

25. Burlton in 7 lines • Consider your strategy • Understand your stakeholders in that context • Est interactions > core & enabling processes • Using your strategy and the above • Determine which process has the most pain • Determine which process has the most impact (gain) • Map Pain vs Gain > To get initiatives & priorities

26. NB • This is the initiatives and priorities that process is informing you about • You then need to consider this with all the other things that EA has thrown up – eg data, technology, roles, … • Add them to “The List” – you are finding solutions to deep root causes and issues that need to be prioritised

27. WPI • Mid 2005 Business Process Improvement • Worked with OD – “please let us help” • Became a project with CSU wide steering committee and a DVC Sponsor

28. Project • Stage 1: Opportunity Identification • Stage 2: Initiative implementation

29. What are the key interactions between the Faculty/Division and internal and external stakeholders ? • How effective are Core processes in managing those interactions ? • What contribution do enabling processes make and how effective are they ?

30. Project Resources • Concepts & Kick Off • Contracted process analyst, DB and Org Devel P/T for 4-6 months • Collection & Analysis • Contracted PM / lead process analyst • Contract BA • Internal trainee BA • P/T admin support • Est 12-14 months

31. Work Products • Stakeholder models / Interaction tables • Process models (core, enabling, planning, governing) • Core process health checks • Issues ID and narratives • Contributor matrices • Process profiles / EA data collection • Org unit summary reports

32. Issues • Delays in getting access to senior staff in sectional areas. • Competing strategic and tactical initiatives has drawn on peoples time (The List!!!) • Workshop logistics – multi-campus etc

33. Issues • Expectation mgmt • Collect process and leaving them with own initiatives • It’s not about procedures • Independence from Org structure • Keeping momentum going over 12 months • Conversion into the Enterprise Model

34. Organisation Owner Expert Stakeholder Systems Controls Data Events Process Initiatives Risk Issues Services Goals

36. Spin Offs – Interim Report • “Process reviews generating improved understanding within org unit as to internal and cross org processes” • “Some org units are undertaking quick wins triggered by workshop engagements” • “Growing appreciation that process improvement efforts should consider impacts across the org”

37. Spin Offs • The patterns • Services > Central help > Service Cat • 2007-11 Strategic Plan • Invites to other units for reviews / advice • Application sharing • Application Portfolio

39. Tips • Use skilled facilitators – someone who knows process, done it, communicator • Do your homework • Prepare straw models • Start with the advocates • Make the connections to EA all the time • It’s not about BPEL/SOA/… for ages