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Process Improvement (BPM)

Process Improvement (BPM). Presentation to LITN Mike Ouska, CIO - LSS of Illinois October 2008. Agenda. Process Improvement/BPM: What is it? Experiences at LSS of Illinois Why do it? How to do it Lessons Learned Why do it? (revisited). What is it?.

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Process Improvement (BPM)

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  1. Process Improvement (BPM) Presentation to LITN Mike Ouska, CIO - LSS of Illinois October 2008

  2. Agenda • Process Improvement/BPM: What is it? • Experiences at LSS of Illinois • Why do it? • How to do it • Lessons Learned • Why do it? (revisited)

  3. What is it? • Business Process Management (BPM) is a well-established set of techniques for analyzing and improving business processes • Not necessarily involving system changes • Related to TQM, et. al.

  4. What is it? • LSS-Illinois calls it “Process Improvement” instead of “BPM” to be less formal. • BPM professionals might frown on using the term. BPM = (Process Improvement + Reengineering)

  5. What is it? • “BPM” is also a category of software. • Lots of BPM SW choices: IBM, Fujitsu, Appian, EMC/Documentum, Savvion, JBoss, Metastorm, BEA, InRule, Global360, Agila by Apache, Peoplesoft, SAP, etc. • Not practical for most non-profits

  6. Experiences at LSS-Illinois • Historically, I/T avoided it. • I/T Project Charters explicitly stated that process improvement was “out of scope.” • In reality, on-the-fly re-engineering snuck in either with or without I/T’s help.

  7. Experiences at LSS Illinois • Some I/T projects would have benefited from BPM • Avoid duplicating inefficient processes • Utilize full capabilities of systems • Improve user experience • Potentially reduce costs

  8. Experiences at LSS Illinois • In early 2008, CIO convinced Sr. Management to start Process Improvement Initiative (led by CIO) • Mission was to identify and perform Process Improvement projects whether or not they involved Systems. • Why? (covered below)

  9. Experiences at LSS Illinois • Formed and educated the Process Improvement Steering Committee • Educated top 20 Executives on BPM. • Visited Programs sites to gather the long list of potential projects. • Analyzed Steering favorite projects. • Chose first project and named team.

  10. Experiences at LSS Illinois • Projects Done or In Process: • Nursing Home Admissions (twice!) • Mobile Foster Care Case Worker • Time & Attendance (part of an I/T project)

  11. Why Do It? • Arguments Against • Can involve many depts./functions • Long, difficult, risky projects • Not I/T ‘s job • I/T has enough to do • Resistance

  12. Why Do It? • Budget review led CIO to consider how I/T can have a bigger impact, for example: • Agency travel budget as big as I/T budget • Occupancy 10% of agency budget • 2000 employees using inefficient processes for time reporting, expense reporting, purchasing, vouchering, etc.

  13. How to do it • Map current processes (“As Is”) • If making incremental improvement, modify the “As Is” to become the “To Be” • If re-engineering, start with blank page to produce “To Be” • Develop implementation steps, etc.

  14. How to do it • SME’s & Decision Makers in room • Blank Wall • Swim lanes & Post-it Notes • Two-person teams (facilitator and scribe)

  15. How to do it?

  16. Lessons Learned • Process Analysis improved the solution in the Mobile CW Project • Printing from other offices • Instant Messaging from Courthouse • Electronic Court Calendar • Items for Security Policy • Equipment and Supplies

  17. Lessons Learned • How long does it take?

  18. Lessons Learned • Scheduling and logistic challenges • Resist developing the solution during “As Is” mapping • Preconceived ideas of what the problem is may be wrong. • Don’t be afraid to be a “process expert”

  19. Lessons Learned • Consider significantly different solutions (re-engineering) or even (dare I say) innovations • Get buy-in from all levels of management • Must have the right people in the analysis meetings.

  20. Lessons Learned • Must have the right people in the analysis meetings. • Knowledgeable • Persistent • Responsible • Open-minded

  21. Why Do It? (revisited) • Benefit to your Agency • Benefit to your Career “Innovation distinguishes between a leader and a follower.” Steve Jobs

  22. Recommended Reading For information on how to conduct a BPM session, please see Business Process Change, Paul Harmon

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