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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. What mechanisms do we put in place to achieve this?.

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what does this mean in practice for process management

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

what mechanisms do we put in place to achieve this
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

institutional process model
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

process management structure
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

process management process
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

corporate standards for process documentation
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

process improvement framework
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

change management framework
Change management framework

Robust templates for:

  • Communications Planning
  • Stakeholder Management
  • Project management
  • Delivery management
  • Risk management

www.shu.ac.uk/integralexcellence

practising what we preach
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

learning from mapping the student acquisition process manru project
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

approach
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

what worked
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

what didn t work
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

what will be different next time
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

key learning points
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

summary

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

thank you

Thank You!

Mike Pupius

Centre for Integral Excellence,

Sheffield Hallam University, UK

[email protected]

www.shu.ac.uk/integralexcellence

Fiona Sutherland

Sheffield Hallam University, UK

[email protected]

www.shu.ac.uk/integralexcellence

www.shu.ac.uk/integralexcellence

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