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Presentation to justify the importance of the strategy to give a context that allows us to “think global and act local” using BPM as improvement approach. Gathering support to BPM effort.
Presentation to justify the importance of the strategy to give a context that allows us to “think global and act local” using BPM as improvement approach. Gathering support to BPM effort.
Presentation to justify the importance of the strategy to give a context that allows us to “think global and act local” using BPM as improvement approach. Gathering support to BPM effort.
to think global and act local using BPM as improvement approach
I want to debate why a company exits. In other words, why we exists? I think that many people assume wrongly that a company exists to make money. Although is an important goal, we have to go deep and understand the real reason of our existence. We came to the conclusion that a group of people come together to do what they can do alone make a contribution to the society, a ordinary statement but very important... We can see around us people in organizations only focused in making money, but the underlying reasons come from the desire to make something more, a product or service, something of value. Collins e Porras, quoting David Packard, speech in a Hewlett-Packards formation in 8 of March of 1960 Collins, J. C., & Porras, J. I. (1996). Building Your Companys Vision. Harvard Business Review, 74(5), 6577. Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Objectives Understand what is reason of existence of an organization? Why we exist as an organization? Why the customers come to us? Are we different? We have to define a context that helps to clarify our reason of existence that supports our strategy; Assuming a business context simplifies the definition of improvement priorities in our organization; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Objectives The first step is to clarify our strategy before taking measures to improve the organization. Is fundamental to create a context! Context creates the foundations to the development of the improvement actions in the organization; The improvement actions are developed using approaches based in process management accordantly the real needs of the organization;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Objectives An organizational improvement is accomplish when the customers, workers or others stakeholders see their problems solved; The problems that worries us are materialized in objectives that we accomplish to solve them; To fulfill an objective we need an improvement action, we have to do something that we didnt accomplish until now; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt
There are several approaches that could be used Tregear, R., & AlKharashi, B. (2012). Strategy, Processes & Projects: reconciling three core elements of contemporary management excellence. Retrieved from http://www.leonardo.com.au/documents/StrategyProcessesProjectsrel1a_000.pdf
The improvement project is developed according the real needs of the organization We develop the processes as-is and define the to-be considering the strategy and priorities We define a context with the strategy and improvement priorities Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Our approach suggestion Using the assumptions (identified in the strategy, formal or not formal) as axioms for the process clarification (representing the work being done in the organization) Sobreiro, P., Bento, T., & Claudino, R. (2013). Operacionalizao da estratgia das organizaes desportivas atravs da definio de axiomas, para um contexto de melhoria. Revista Intercontinental de Gesto Desportiva, 3(0), 8395.
Strategy defines a context Context clarifies the process definition The processes improve the work Work supports the processes improvement Improved processes have better performance Strategy is operationalized and fulfilled Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt How we do this? We clarify what we want and define assumptions to develop the improvements; The assumptions are systematized and contextualized; We use several steps and take actions according what we need; The improvements try to act in the work being developed in the organization, supported or not by technology; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Sobreiro, P., Bento, T., & Claudino, R. (2013). Operacionalizao da estratgia das organizaes desportivas atravs da definio de axiomas, para um contexto de melhoria. Revista Intercontinental de Gesto Desportiva, 3(0), 8395.
Steps to develop the context 1. Understanding the organization mission and vision; 2. Identification of the business strategy objectives 3. Identification of key stakeholders; 4. Identification of business capabilities; 5. Evaluation of the issues related to each stakeholder; 6. Definition of operational objectives aligned with stakeholders and business capabilities; 7. Definition of improvement and objectives priorities; 8. Definition of an action plan; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Adapted from: Coelho, J. (2013, April 4). Estrutura da Metodologia MLearn. Presented at the Formao BPM - Arquitetura de Processos, AIP Lisboa. Definition of improvement context Using a quick session in a pragmatic way is defined an improvement area, manly with more impact in the strategy; The focus is in what to improve and in what has to be done to achieve the improvement, e.g. the attuning of the work developed by people to goals defined; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Definition of improvement context In the scenarios that doesnt exists a formal strategy the assumptions are created defining premises clarifying the business strategy (context); Can be used balanced scorecards or tableaux the bord. We can also use a simplified model to facilitates their identification depends of the organization; The main goal is that we must have a business context for the definition of the improvements to develop BPM based improvement; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Definition of improvement context No formal strategy lead to is definition using an simplified approach; If exists it must be converted in a business context that can be used, e.g. KPIs decomposed and articulated to the business capabilities until the work or technological layer; Is used a theoretical framework simplified to facilitate is application and results achievement;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Definition of improvement context If available, the information related to action plans or business strategy is treated and analyzed before the first work session; First session we try to integrate the information to clarify the business context (transformation); The information is verified and validated by accountable, in a way to have the business context well defined is fundamental to have a work base; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Improvement priorities Identification of the target are based in the priorities ranking, e.g. influence in global objectives; The improvement action is developed according to the real needs of the organization, that are aligned with the strategy goals; The improvement is operationalized with process design (e.g. work redefinition) using technology or not priority is open source technology; BPM technology can be used for: (1) system integration; (2) optimization of work; (3) documents uses optimization (Richardson, 2010); Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Clay Richardson. (2010, April 26). BPM Fundamentals: Develop Your Game Plan For BPM Success. Retrieved from http://fr.slideshare.net/passion4process/bpm-fundamentals
Why a BPM project? Hammer (2010) points that BPM is a system to generate and change the business operations, considering it as the first innovative approach in organizational performance since the industrial revolution; Gives a management perspective, like Black Box enhancing the resources that we have and the results the we want to achieve. Align what we must do for the intended outcomes;
Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Hammer, Michael. (2010). What is Business Process Management? In J. vom Brocke & M. Rosemann (Eds.), Handbook on Busin ess Process Management 1, International Handbooks on Information Systems (pp. 316). Springer Berlin Heidelberg.
The works is transversal to functions In a sport organization the goal of getting athletes is transversal and cannot be easily achieved in a business structured oriented to the functions. The processes help to organize the work in a more efficient way and according the intended goals. Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt A process = work developed Verb+noun Event+Input Event+Output Helps us organizing and orienting the work according the organization needs Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Process Retain User versus functional areas The process Retain User has the goal of maximizing the involvement as long as possible. This is more difficult keeping the functional objectives. Accounting Mkt and sales Sport facility responsible Front office Process: Retain User = The process goal is the involvement of the customer for the longest time that is possible User inscription Follow user Satisfaction survey Recapture users Notify users Receive payments Identify Delays Front office goal Head of facilities goal Mkt and sales golas Accounting goal Make fast inscriptions Assure activity execution Work around problems, recapture, retain and inform Identify delays and report quickly
Adapted from: Sharp, A. (2014, July 1). Nows Your Chance What to Cover in an Executive Briefing on Business Processes. BPTrends. Retrieved from http://www.bptrends.com/bpt/wp-content/uploads/01-07-2014-COL-Practitioners-Perspective-Nows-yr- chance-Sharp.pdf Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Objectives decomposition KPI Strategic objective Operational objective Assumption Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt Context desirable outcomes Identification of the priorities for the improvement areas in the organization; Development of organizational improvements according to what is really need; Development of an action plan suitable to the real needs of the organization; Workers involvement and the awareness of what the organization needs; Pedro Sobreiro | sobreiro@esdrm.ipsantarem.pt