Forums for the Business Analyst

 
  Modern Analyst Forums  Business and Sy...  General  Process-centric enterprise
Previous Previous
 
Next Next
New Post 4/20/2009 7:00 PM
User is offline KJ
243 posts
6th Level Poster


Re: Process-centric enterprise 

Luka,

Back to the social cost. Have a read of http://answers.yahoo.com/question/index?qid=20081120082509AAL5hP6. This is just one example there are many on Google. Imagine you are 16 years and this is your first paying job.

warm regards,

K

 
New Post 4/21/2009 10:48 AM
User is offline Luka
17 posts
9th Level Poster


Re: Process-centric enterprise 
Modified By Luka  on 4/21/2009 12:53:34 PM)

kmajoos,

I see your point now. Indeed, to think in a process-focused way, first, you have to  deal with the tasks. But, as you said, a man on the street could perfom a business process if properly trained. Therefore, the mission of transforming the corporation, as we know it, in an organization willing to learn the BPM principles and open to use tools like BPR, TQM, Six Sigma, etc. on a daily basis, becomes even easier. Of course, we have a lot to work to improve the process management lifecycle, but why are we here?

I hope more members will share their experience and their valuable knowledge regarding process-centric enterprise.

 
New Post 4/21/2009 5:27 PM
User is offline KJ
243 posts
6th Level Poster


Re: Process-centric enterprise 

 

Luka,
 
Tony Markos is a process man – you would not say it from his emails and stuff but  he is a DFD man.  It’s a tried and tested method that’s steeped in its process genre. And, it has been around for decades and so was IDEF0. These are techniques in system/business analysis that are very process-centric. Most of the larger systems that I have worked on used DFDs.
 
Why this sudden interest in process? In short the answer is SERVICES! We have moved from making things to providing services. People who have worked in the mining sector and who are now employed in the services sector are gobsmacked at the interest and application of their tried and tested process improvements methodologies. To the service sector, these ideas are relatively new. I also seem to be finding mining and process engineers in the banking/Finance sector of late.
 
Process has been around for awhile. What is different today is the focus on services. All these new acronyms have been used, improved and abused in the manufacturing sector for years. Check out old Robert Strange McNamara – he was a process man (see http://en.wikipedia.org/wiki/Robert_McNamara).  He introduced systems analysis into the public service before it was fad. He was also a statistical control individual. One of his statistics was analysing the success of bomber command whose job it was to drop bombs on people. They found that a large number of planes could not complete their missions due to some fault or other and had to return to base. He solved the problem – not by fixing the planes – but, together with his mate General LeMay, they threatened court marshalling pilots who returned to base unnecessarily. The “defect” rate dropped dramatically. Check out the Fog of War (http://www.wagingpeace.org/articles/2004/03/24_falk_fog.htm). He was a statistical process man! Robert Strange MacNamara was a strange character – he interests me!
 
So, the statistical control school of thought has been around for some time; and at times the results were not so pleasing.  BPR, TQM and 6 Sigma have been around for some time too; but they are not so prevalent in the services sector.
 
So why this pervasive interest now? The answer is consulting, the ultimate service! It was just the other day when were all gobsmacked (I’l think of another wordd) by the thinking of Champy et. al. and Business Process Re-engineering (e.g. throw the process away and start again). Yet, when you check the research, it did not have the profound effect that was originally anticipated. TQM and 6 Sigma are techniques used by Toyota. The benchmark of pervasive interest is the book series “for Dummies”. I have not checked yet, but I’m sure there is a book called “Six Sigma for Dummies”. (That reminds me I need to get ‘Catholics for Dummies’ – now there is a thought)
 
Warm regards,
K
 
New Post 4/25/2009 11:28 AM
User is offline Luka
17 posts
9th Level Poster


Re: Process-centric enterprise 
Modified By Luka  on 4/27/2009 11:45:45 AM)

Dear K,

thank you again for your exhaustive answer. This interest I have (in moving to a process-centric enterprise) is because I see an increasing involvement in applying SOA approach to companies. You can not make SOA without an optimum business process. Indeed, with this customer-driven economy, we should not be "gobsmacked" by the present. Also, looking from IT perspective, I believe very soon we are going to have embedded BPM tools in our business software (ERP, CRM, BI, industry specific software tools). And this is big because it trasforms our way of thinking. Still, I should mention that the key to a long term succes is a change in the corporate culture. Only if people are embracing this new approach of doing business, we may succeed!

I think we should put our efforts in building a process centric enterprise.

 

 

 
New Post 4/29/2009 4:38 AM
User is offline anonymous
0 posts
No Ranking


Re: Process-centric enterprise 
Modified By anonymous  on 4/29/2009 6:47:09 AM)

In a past life I was responsible for establishing the Application Support function for a wall-to-wall package implementation extended by best-of-breed applications. This division was required to service all users across all systems, in a decentralised organisation i.e. regional accountability for revenue and profitability.  There were few centralised services (Marketing, Corporate Finance).  The regional offices and distribution centres were autonomous in terms of product, pricing, sales and administration, and themselves very much divided into functional silos (yes, this is a retail company).

In terms of support in the legacy environment it often proved difficult to prioritise issues correctly and typically resulted in a ‘who shouts the loudest’ world of chaos – avalanched further by more tickets from those who did not shout as successfully complaining.  Typically, processes involve cross-functional aspects i.e. invoice processing involves products/pricing and debits/credits.  What this fact often results in is a support ticket being pushed back and forth between functional teams/departments and, when it eventually falls, it moves from the top of one functional pile to the bottom of another functional pile, thus aging the ticket beyond SLA.  Sound familiar?

For the new world order, ITIL processes were implemented for the support teams own practices, however the predicament was how to organise the support teams themselves to be as effective and efficient as possible.  We opted for best-practice process centric teams Buy-to-Pay, Order-to-Cash, Hire-to-Retire etc. with a few creations our own, Basket-to-Pay amongst others.  Despite the business organisation not being organised to mirror our structure, the approach worked well, and received solid buy-in from the senior business process owners as we were able to respond quickly when a broken ‘product’ process was found to have a ‘finance’ glitch or when a ‘finance’ report was incorrect due to a ‘pricing’ problem.  The philosophy was to put soldiers in the same trench, give one the gun and the other the ammo so that they would fight together. 

The one significant concern raised was from the support individuals themselves, and that was that they were not sat with their own competency (read function), so we set-up regular structured silo-sessions to ensure functional knowledge and experience was shared. 

Yet the positives far outweighed the negatives. This approach enabled the cost/benefit of each process to be calculated as a means to prioritise/categorise support tickets (i.e. revenue generating functions first!), and even when it came to the usually tricky task of negotiating SLAs it was more straightforward to gain consensus across functions by evaluating business processes – as it removed the ego regarding territory, and the process typically flowed through each of their lands. 

Finally, I believe that the definition of a Business Process and by extension a Business Process Model, is often misunderstood.  It is often considered to be a series of steps (a flowchart maybe) , which it is, to a degree, but it is also a whole lot more.  A process transforms an input into an output and is a fairly complex mechanism.  As such a BPM should include role definitions (people), steps (tasks and decisions), procedures (instructions and guidelines) and artefacts/deliverables (data), amongst other things.  When this perspective is considered more solid Business Processes are built.

Joebert

P.S  Just for the record… I’m with you Tony… DFDs rock and UCs don’t!  But no one viewpoint will communicate all that must be known, hence the toolkit of supporting conceptual models we have to cover the three views: process, data and behaviour.

 
Previous Previous
 
Next Next
  Modern Analyst Forums  Business and Sy...  General  Process-centric enterprise

Community Blog - Latest Posts

Hosted by Deirdre Caren on Agora Insight's Blueprints for Success - Business Architecture and AI In our recent conversation with Joseph Edward, we explored the transformative power of business architecture (BA) and technology as tools for uplifting communities. Joseph, with his rich background spanning from education to IT leadership, shared...
Hosted by Deirdre Caren on Agora Insight's Blueprints for Success - The AI Business Analyst I recently had an engaging discussion with Maria Becerra, a passionate advocate for AI and an accomplished business analyst, on the AI Business Analyst. Maria is a respected name in strategy, business analysis and AI. Her path from Colombia to Canada ...
Hosted by Deirdre Caren on Agora Insight's Blueprints for Success - Business Analysis. I'm happy to share insights from my recent conversation with Kingsley T. Ihejirika, PhD, an ICT Business Analyst at the Ministry of Justice in New Zealand. Kingsley's unique blend of academic theory and practical expertise sheds light on the path t...

 






 

Copyright 2006-2024 by Modern Analyst Media LLC