What does this mean in practice for process management ?

1. What does this mean in practice for process management? We need to know: What the processes are What they should deliver How much they cost Are they working effectively & efficiently How to improve them www.shu.ac.uk/integralexcellence

2. What mechanisms do we put in place to achieve this? • Institutional process model • Process management structure • Process management process • Corporate standards for process documentation • Process improvement framework • Change management framework www.shu.ac.uk/integralexcellence

3. Institutional process model Strategic & Operational Planning Performance Management Knowledge Acquisition, Creation & Development Deliver Student Experience Research & Business Development Manage Finance Manage Marketing Deliver IT infrastructure Manage Estate & Facilities Manage HR www.shu.ac.uk/integralexcellence

4. Process management structure Dean HoD Dean Process Owner Process Manager Local Process Owner Local Process Owner Local Process Owner Process Administrator Process Administrator Process Administrator Member of staff Member of staff Member of staff www.shu.ac.uk/integralexcellence

5. Process management process Set new targets Annual Planning New Targets Y Review Previous Cycle Process Documentation Annual Report Process OK? N Define Problem Continuous Improvement c. 8 people x 2 days N Large Change? Process Documentation Y Process Re-engineer process www.shu.ac.uk/integralexcellence

6. Corporate standards for process documentation • Personnel, Roles, Skills & Competencies • Process Registration Document (inc. relationship with Corporate KPIs) • Critical Success Factors / Service Level • Annual Operating targets • Procedural documentation • Performance measures www.shu.ac.uk/integralexcellence

7. Process improvement framework Tools & Methodologies for: • Identifying “AS IS” (process, systems, people) • Specifying problem, opportunity or change required • Identifying “TO BE” (process, systems, people) • Detailing migration path www.shu.ac.uk/integralexcellence

8. Change management framework Robust templates for: • Communications Planning • Stakeholder Management • Project management • Delivery management • Risk management www.shu.ac.uk/integralexcellence

9. Practising what we preach! • SHU is in the process of developing and implementing these mechanisms • The road to University-wide acceptance has been rocky • A critical mass has been reached • Will gladly continue to share learning with the Learning Network. www.shu.ac.uk/integralexcellence

10. Learning from mapping the student acquisition process – MANRU Project • Approach • What worked • What didn’t work • What will be different next time • Key learning points www.shu.ac.uk/integralexcellence

11. Approach • Introductory seminar on process review methodology • Workshop to identify • Process scope • Required outcomes • Issues • Workshop to explore current process • Workshop to identify process improvements • Workshop to develop implementation plan www.shu.ac.uk/integralexcellence

12. What worked • Participants have welcomed opportunity to meet & talk with colleagues • Workshop on process strategic purpose provided rich picture of key issues • All participants have worked hard and produced carefully considered outputs • An interesting picture of the key issues has emerged www.shu.ac.uk/integralexcellence

13. What didn’t work • Introductory seminars were too simple for the audience • Couldn’t resolve conflicting process objectives / priorities • Administrative staff found it difficult to move from theory to practice when mapping process • Difficult to identify detail of problems: • No shared customer value perceptions • Acceptance of what “can’t” be changed www.shu.ac.uk/integralexcellence

14. What will be different next time • More preparatory work on what “good” should look like • Explore existing directives & regulations and explode “myths” • Use of templates for delegates prior to workshops to enable better preparation & information gathering • Imagination unlocking activities (perhaps) www.shu.ac.uk/integralexcellence

15. Key learning points • Important to design seminars & workshops to inhibit intellectualising of problems (a universal academic failing?) • Critical to work with local project management team to explore and address issues arising from local culture • Fatalism • Lack of empowerment & confidence • Cynicism • Essential to get senior management teams to specify required process improvement outcomes www.shu.ac.uk/integralexcellence

16. Enablers Results IIP People People Results BSC Key Policy & Customer Leadership Processes ISO Performance Strategy Results Results 6 Sigma Society Partnerships Results & Resources Innovation and Learning Summary Individual values Skills Actions and behaviours Shared Vision Shared Values Relationships www.shu.ac.uk/integralexcellence

17. Thank You! Mike Pupius Centre for Integral Excellence, Sheffield Hallam University, UK m.pupius@shu.ac.uk www.shu.ac.uk/integralexcellence Fiona Sutherland Sheffield Hallam University, UK f.sutherland@shu.ac.uk www.shu.ac.uk/integralexcellence www.shu.ac.uk/integralexcellence