1st Int. Workshop on ACM Analysis and Documentation of knowledge-intensive Processes

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1 1st Int. Workshop on ACM 2012 Analysis and Documentation of knowledge-intensive Processes Dr. Gregor Scheithauer Senior Consultant Sven Hellmann Solution Manager Tallin, OPITZ CONSULTING GmbH 2012 Seite 1

2 Agenda 1. Special Challenges 2. Identification of adaptive processes 3. Documentation / Implementation of adaptive processes 4. Conclusion OPITZ CONSULTING GmbH 2012 Seite 2

3 1. Special Challenges OPITZ CONSULTING GmbH 2012 Seite 3

4 Special Challenges Identification Documentation Communication Level 1 Level 2 Enterprise Level Business Level Management, core and support processes Management, core and support processes Level 3 Process Level 1 Detailed business processes Level 4 Process Level 2 (tbd) Detailed business processes Level n Process Level n (tbd) Detailed business processes Vertical refinement Process flexibility Change management OPITZ CONSULTING GmbH 2012 Seite 4

5 Classical challenges Vertical refinement Identification Process map M a n a g e m e n t P ro c e s se s E n te rp ris e S tra te g y E n te rp ris e G o v e rn a n c e R e -In su ra n c e / Co -In s u ra n c e Fin a n c e M a n a g e me n t M a rk e tin g Q u a lity M a n a g e me n t U n d e rw ritin g Co re P ro c e ss e s Co n tra c t M a n a g e m e n t P ro d u c t D e v e lo p me n t S a le s Cla im M a n a g e m e n t P o lic y M a n a g e m e n t Support P roc esses Partner and Customer R e la tio n s h ip M a n a g e m e n t Legal Adv ic e Co n s u ltin g IT P ro c e ss e s H u ma n R e s so u rc e s M a n a g e m e n t A c c o u n tin g Process hierarchy (Top-down approach) Level 1 Level 2 Level 3 Level 4 Level n Enterprise Level Business Level Process Level 1 Process Level 2 (tbd) Process Level n (tbd) Management, core and support processes Management, core and support processes Detailed business processes Detailed business processes Detailed business processes OPITZ CONSULTING GmbH 2012 Seite 5

6 Classical challenges Process flexibility Documentation No stringent process flow Return to previous activities OPITZ CONSULTING GmbH 2012 Seite 6

7 Classical challenges Change management Communication Hurdles and obstacles Thought is not said Said is not understood Understood is not agreed Agreed is not performed Performed is not maintained Target group oriented communication Training and Coaching Stabilization Optimizing communication Providing information Creating basis for an flexible and interactive exchange of information Development and implementation of appropriate measures Development of employees to multipliers Result-oriented methods and measures Periodic exchange of experiences OPITZ CONSULTING GmbH 2012 Seite 7

8 Case study event process Support processes Marketing Controlling Human Personal Personal Resource Plan marketing strategy Manage events Communicate enterprise information Publish articles Develop enterprise-wide event planning Operational execution of an event Define responsibilities Plan events Execute event OPITZ CONSULTING GmbH 2012 Seite 8

9 Case study event process Define responsibilities Plan event Execute event OPITZ CONSULTING GmbH 2012 Seite 9

10 Case study event process Define responsibilities Plan event Execute event OPITZ CONSULTING GmbH 2012 Seite 10

11 Case study event process Define responsibilities Plan event Execute event OPITZ CONSULTING GmbH 2012 Seite 11

12 2. Identification of adaptive processes OPITZ CONSULTING GmbH 2012 Seite 12

13 Process implementation Determination of process knowledge Identification of improvement potentials Process design Process execution & monitoring Process design Collect process knowledge Identification of improvement potentials Process monitoring Process configuration Normative processes Adaptive processes OPITZ CONSULTING GmbH 2012 Seite 13

14 Variety of processes Structured Regulatory process Structured with ad hoc exceptions Financial services transactions Adaptive with structured snippets Insurance claims Adaptive Innovation Management [Kemsley, OPITZ CONSULTING GmbH 2012 Seite 14

15 Examples of adaptive processes Insurances Create insurance policies Characterize insurance risks Process damage claims Pay pensions Banks Process credits Process complaints Review customers Create mortgages Open accounts Review credit card Review creditworthiness Manage investments Healthcare Public authorities Provider Manage patient cases Customer management Vendor management Manage compensations Process aid requests Support taxpayers Manage legal proceedings Take over sovereign tasks Claim management Citizenship management Property management [Wei-dong Zhu et al., IBM RedBooks 2011.] OPITZ CONSULTING GmbH 2012 Seite 15

16 Knowledge work vs. Routine work High interaction (group work) Integration Collaboration Systematic repeatable work Depending on formal processes, methods or standards Dependent on an integration of different functional areas Improvised work Dependent on deep crossfunctional expertise Depending on frictionless installation of flexible teams Low complexity of work Transaction Experts High complexity of work Routine work Dependent on formal rules, processes and training Depending on detailed information and specifications Work on their own discretion Dependent on individual expertise and experience Depending on high performance Low interaction (individual work) [Thomas H. Davenport, Harvard Business School Press, 2005.] OPITZ CONSULTING GmbH 2012 Seite 16

17 Identify adaptive processes Routine work Understood by all parties concerned Repeatable Planable Possible to describe it with logical sequences Knowledge work Rare repetitions Not predictable Expands itself suddenly Stable in dynamic environment [Keith D. Swenson; Meghan-Kiffer Press, 2010.] OPITZ CONSULTING GmbH 2012 Seite 17

18 Identify knowledge-intensive work Characteristics Routine work Knowledge-intensive work Quantity of repetition High Low Determined unit High Low Communication intensity Low High Process complexity Low High Number of persons High High Qualification of persons Low Low Degree of technology High Low Relevant time High Moderate Relevant quality Moderate High Relevant costs High Low Relevant risk Moderate Low [Guido Fischermanns, 2008.] OPITZ CONSULTING GmbH 2012 Seite 18

19 3. Documentation / Implementation of adaptive processes OPITZ CONSULTING GmbH 2012 Seite 19

20 Three possibilities of documentation BPMN 2.0 Analysis of process characteristics CMMN OPITZ CONSULTING GmbH 2012 Seite 20

21 Documentation with BPMN 2.0 Ad-hoc Subprocesses [BPMN 2.0 Spezifikation, OMG.] [BPMB, OPITZ CONSULTING GmbH 2012 Seite 21

22 BPMN 2.0 event process Ad-hoc Subprocess OPITZ CONSULTING GmbH 2012 Seite 22

23 Analysis of process characteristics Ukelson Shepherd Khoyi und Swenson Zhu et al. Goal Deadline Mandatory rules x x x Optional rules Business objects x x Documents x x x Tasks x x x Roles x [Scheithauer und Schmiedel, 2012, IM Magazin] OPITZ CONSULTING GmbH 2012 Seite 23

24 Analysis of process characteristics event process Goal Optional rule Deadline Mandatory rule Planning and conception of an event Before a personnel staffing, the staff requirement can be estimated 2 weeks before the event The event data must be determined There must be a cost estimation Role Event manager Marketing team Sales assistance Document Event check list Event schedule Cost estimation Task Determine event data Estimate staff requirement Schedule personnel Determine format Plan marketing Reserve location OPITZ CONSULTING GmbH 2012 Seite 24

25 Case Management Model and Notation (CMMN) OPITZ CONSULTING GmbH 2012 Seite 25

26 CMMN event process Case Execute planning and conception of an event Case file Event check list Event schedule Life cycle Responsibilities are defined Event data are determined Activities Determine event date Estimate staff requirement Role Event manager Marketing team Sales assistance OPITZ CONSULTING GmbH 2012 Seite 26

27 4. Conclusion OPITZ CONSULTING GmbH 2012 Seite 27

28 Modeling conclusion Rethink but do not discard classical approaches Clarity in terms of a holistic approach is of great value Carefully operate the top-down approach (depth of detail) for normative processes Clear evaluation of modeling approaches as a success factor Value argumentation as most important driver of modeling Apply decision points and criteria Modeling symbiosis of normative and adaptive processes Modeling also as success factor for adaptive processes Focus on objectives and responsibilities OPITZ CONSULTING GmbH 2012 Seite 28

29 Automation Possibilities and Developments Portal solution Middleware manufacturer ACM solutions OPITZ CONSULTING GmbH 2012 Seite 29

30 Contact information Dr. Gregor Scheithauer Senior Consultant OPITZ CONSULTING München GmbH Weltenburger Straße 4 - D München OPITZ CONSULTING GmbH 2012 Seite 30

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