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AgeRock Business Modeling – Focusing On Performance Improvement. Practical Business Solutions . Process Improvement Agenda. The Context of Process Analysis and Improvement (1) Process Description Process (2) Process Diagrams (3) Process Goals (Link to Strategy)

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Agerock business modeling focusing on performance improvement

AgeRock Business Modeling – Focusing On Performance Improvement

Practical Business Solutions

Process improvement agenda
Process Improvement Agenda Improvement

  • The Context of Process Analysis and Improvement

  • (1) Process Description Process

  • (2) Process Diagrams

  • (3) Process Goals (Link to Strategy)

  • (4) Process Roles (Link to Organogram)

  • (5) Process Deliverables

  • (6) Deliverable format/Layout

  • (7) Process Integration

  • (8) Process Implementation

  • (9) Process Execution, Monitoring & Evaluation

  • (10) Performance Evaluation

1 process descriptions
(1) Process Descriptions Improvement

  • Establish a Business Process Owner Structure (BPO)

  • Establish a Business Architecture Team (BAT)

  • Define the objectives of the BAT as a Team and its relationship to others

  • Agree on the Process to execute the process

  • Provide process descriptions in process templates

2 process diagrams
(2) Process Diagrams Improvement

  • Business units submit process description via their BPO

  • BAT Draw Process strategy-oriented diagram

  • BAT Draw Process flow diagram

  • BAT optionally draw Process abstraction diagram

  • BAT optionally draw Process information-oriented diagram

  • BAT optionally draw process automation-oriented diagram

3 process goals link to strategy
(3) Process Goals – Link to Strategy Improvement

  • BAT Extract business goals from Corporate Strategy

  • BAT Draw goal model (hierarchy) diagram to establish alignment between high-level goals and process goals.

  • BAT and BPO Identify potential challenges hindering achievement of each goal

  • BAT and BPOs Ensure common understanding between business units of goal model

4 process roles link to organogram
(4) Process Roles – Link to Organogram Improvement

  • A role defines the behaviour and responsibilities of an individual, or a set of individuals working together as a team, within the context of a business process

  • A role is responsible for performing a process

  • BAT ensures that roles participating in performing process activities should be traceable to the Organogram

  • The role will participate in one or more business processes and may report or more than one manager or superior

  • This shows the dynamic structure of Organisation

5 process deliverables
(5) Process Deliverables Improvement

  • BAT ensures that when a role performs an activity the result is a deliverable or output

  • BAT ensures that to perform the activity the role may need an input – deliverable from some process.

  • BAT ensures that processes send and receive deliverables from each other using process events

  • When one process send a deliverable this is called a send event

  • When one process receives a deliverable this is called a receive event

  • A deliverable is the basis of process integration

6 deliverable formats layouts
(6) Deliverable Formats/Layouts Improvement

  • BPO ensures that process inputs and outputs should have a layout called document format.

  • Document format does not necessary refer to well designed template. It refers to the contents of the input or output in terms of the information items

  • Where a template is required the layout is not very useful being blank, so guidelines on how to populate the contents are required.

  • This should be done by the business subject matter expert,

  • BAT ensures that document formats are submitted

7 process integration
(7) Process Integration Improvement

  • BAT establishes inter-dependencies between processes by analysing a combination of deliverable: integration spreadsheet, processes, send and receive process events

  • BAT Draws up an integration process diagram for a set of identified sub-processes

  • BAT follow-up with BPO (business units/branches) on integration issues arising

  • BAT update and provides integration results.

8 process implementation
(8) Process Implementation Improvement

  • Involves getting the human, informational and technological (including ICT) resources ready so that the process can be executed

  • Human resources – knowledge, skill and competency; Informational resources – process deliverable formats; Technological resources – IT applications (software and hardware)

  • Reviewing integrated processes and identifying processes for implementation using the change management process

  • Prioritising process roll-out based on integration view ( automation means are also possible)

  • BAT and BPOs collaborate during process implementation

9 process execution monitoring evaluation
(9) Process Execution Monitoring & Evaluation Improvement

  • BPO ensures performance of the business process(es)

  • BPO ensures feedback is provided regarding the process, if automated this feedback could available in real-time , that is, as the process is being performed

  • Management performs evaluation of processes and recommends changes to fine tune the performance of the processes.

  • BAT in collaboration with BPOs effects changes by starting the cycle from process descriptions. However, the duration of the cycle grows shorter with efficiency improvements in processes.

10 performance improvement evaluating performance and implementing intervention strategies
(10) Performance Improvement – Evaluating Performance and implementing Intervention Strategies

Evaluation is around process Value Chain

Questions contacts sources
Questions, Contacts & Sources implementing Intervention Strategies

  • Kindly refer questions to the Business Architecture Team (BAT)

  • AgeRock Practical Business Solutions

  • Tel 011 745 1508 or

  • Email: [email protected]

  • Our foundational sources: RUP, EUP, TOGAF, UML, SIX SIGMA, etc.

Thank you
Thank you!! implementing Intervention Strategies