Workflow Automation Solutions that Work

Transcription

1 White Paper Workflow Automation Solutions that Work Case Study - Leveraging the Web to Manage Workflow Copyright 2001 ESX Engineering, Inc. All Rights Reserved. Printed in the United States of America.

2 Table of Contents Introduction... 3 Workflow Automation Fundamentals... 4 Case Study... 5 Challenge... 5 Solution... 5 Sample HTS Screens... 8 Conclusion... 9 About ESX Engineering Page 2

3 Workflow Automation Solutions that Work The benefit of automating business processes is no secret -- for some time now, companies have been realizing significant increases in efficiency and productivity through custom web-based applications that automate complex chains of manual and paper business processes. Introduction Workflow management systems are being deployed in companies as a new kind of information infrastructure tool that helps to streamline and automate business processes. This technology leverages existing expertise and information to improve productivity, responsiveness and competence. As the Internet and web technologies continue to mature into an effective platform for business communication and information sharing, more companies are adopting them to automate complex business processes. Workflow automation systems predefine the routine work procedures and the role of the participants at each step. Then, web based applications process the information according to predefined business rules. Each new case is automatically assigned to the participants in proper sequence, information is delivered to the people needing it, and applications are launched as needed. A workflow automation application automatically performs this management function, thereby helping to eliminate human error and streamlining information flow so that the work can be performed efficiently. The end result is dramatic productivity improvements and reduced transaction costs. Automated workflow systems are being implemented across all industries and types of organizations. They range from relatively small-scale tasks such as handling expense reports and other in-house forms, to more complex workflows such as managing supply chain transactions with vendors and suppliers. Today, these systems are developed or deployed with the aim of automating workflow inside a given department or company. The next logical step is to interconnect the systems of different departments or to extend their reach to other companies through extranets, applying workflow management to coordination of tasks, and to a broader sharing of work and information. The result will be a smoother flow of work and information, not just within one group but also across organizations. Strategies that are driving the adoption of workflow automation technology are in line with key factors driving business. These factors apply to every organization: Create a sustainable competitive advantage Increase revenues while driving down the cost of operations Provide customers with improved products and services Page 3

4 Before any technology is deployed, workflow automation begins with a detailed definition of business issues: What is the current workflow, both manual and automated? Where is the current workflow effective and where does it break down? What is driving the need to improve the business process (i.e. cost reductions, customer service, reduced errors, streamlining the process)? Once the processes that will be automated are well defined, then technical issues can then be addressed. Given both the business issues and the organizations technical environment: What are the best choices for data storage and retrieval? What are the choices for routing and messaging? Where is integration with back-end systems necessary? Workflow Automation Fundamentals Workflow must support robust and reliable integration across different data systems. Every automated workflow system consists of some fundamental conceptual building blocks. Routing, rule enforcement, role/relationship definition and tracking/auditing are essential characteristics of any automated workflow system. Each of these blocks must be clearly defined to assure that the end result meets the end user needs. Routing - Transferring information from one defined person or automated process to another. For example, data from the fixed format part of a web-based form might be routed to another program for analysis, while data from a "comments" section on the same questionnaire might be routed to a human being via for review or some specific action. Rule enforcement - A defined procedure that determines the action taken when a particular information task is received. A rule might state, for example, "If an employee belongs to a department and has a specific title, then the office space is defined as well as the type of computer and software applications that they require to do their job. Role/relationship definition - A group of one or more people in a workflow environment who share common responsibilities. For example, "authorized IT purchase agent" could refer to any one of several individuals who might have the authority to order a computer for a new hire. Data in a workflow system is often routed to an individual by virtue of their authority to serve in a specific role. The assignment of a specific person to take on the role is based on who is available when and where a particular task needs to be done. Tracking/Auditing - The ability to readily find out where in the process a particular task is and where it has been already. This capability is often missing from the processes that automated workflow systems are intended to replace ("it must be lost in somebody's inbox" problem). Page 4

5 Case Study Challenge Many processes with complex interactions are required when this Fortune 100 publisher hires, transfers or terminates one or more of its 1000 employees. Paper forms and manual systems were not providing the level of quality and control needed. The company decided that it would automate the workflow associated with the employee hiring, transfer and separation process (HTS). Information regarding employee status was being communicated differently to various business units. Procedures used to communicate information were not consistent. As such, users/managers were not asked for certain information and special arrangements were not communicated to all stakeholders. This miscommunication resulted in duplicated efforts, productivity losses and potential compromised security. All stakeholders were identified and included in identifying what parts of the current process were not working. Specific problems to needed to be addressed included: 1. New hires were arriving before space could be assigned to them. 2. The point person was not consistent (or did not exist) across business units 3. The dependency of the entire process on having the employee number was causing major delays. 4. The telephone administrator was being notified by the department and not HR 5. Requests come in various forms ( , paper, phone call). Sometimes all three formats, and they were not consistent. 6. Individual departments were handling requests outside of the Help Desk process. 7. Users did not supply all of the information needed. User were receiving multiple phone calls requesting additional and sometimes the same information. 8. Notifications during the hiring, transfer and separation process were all manual. 9. Throughout the process efforts were being duplicated. Solution Every software project is the culmination of an intensive development process that begins with a shared vision and is achieved through deep collaboration. ESX Engineering held several process meetings with all stakeholders. A detailed model of the desired business process was developed to provide a structured mechanism for discussing and modifying the current workflow. The next step was to develop detailed requirements documents to assure that everyone agreed on the high-level features that would be included in the software that would be developed. The high-level requirements would also be used to provide the technical team with a blueprint for the detailed technical design. Frequent design reviews and continuous risk analysis assured the project remained on track, minimized scope creep and that the end users expectations would be met. Page 5

6 Figure 1: The HTS workflow consisted of an inefficient chain of paper and manual processes that was not working well for the stakeholders. Page 6

7 With project requirements in place, the HTS system was coded, tested and deployed. When the system was deployed, each worker received a custom "digital dashboard" from which they could request services, view status and assign tasks. This level of employee self-service enabled them to check the status of tasks requested by or related to them, without contacting others, therefore providing a much higher level of communication and efficiency. The system automated requests for IT, facilities and other services typical of setting up a new hire s office or getting a new computer with the correct software installed. Requests requiring management approval are automatically ed to the correct manager where the request status can be changed to either approved, pending or canceled. Once approved, requests become automated tasks that are assigned and ed to the corresponding IT or facilities personnel. All requests and tasks within the HTS can be monitored via system-generated reports. Figure 2: Workflow system diagram associated with a new hire. Page 7

8 Sample HTS Screens Figure 3: Tasks For Department Dialog Box-Assigned/Pending Approval Tasks. Figure 4: Sample Tasks Requests, notification. Page 8

9 Conclusion The application developed by ESX automated requests for IT, facilities and other services typical of any hiring, transfer and separation process. This case study demonstrates how workflow automation can reduce errors and costs. The specific problems that were addressed by this solution were: High dependency on an inefficient paper process High labor costs per transaction Process errors Difficult to track the process Security issues Requests requiring management approval are automatically routed via to the correct manager where the request status can be approved, marked pending or cancelled. Once approved, the requests become automated tasks that are assigned and ed to the corresponding IT or facilities personnel. All requested tasks in the system could easily be monitored by web-based system generated reports. This powerful workflow automation solution was able to help meet the client s gals of improving communication, reducing cycle time, reducing errors and streamlining operations. Page 9

10 About ESX Engineering ESX Engineering, Inc. is a software development and digital services consultancy. We provide clients with sophisticated end-to-end software solutions based on proven Microsoft platforms and technology. We help our clients refine their digital initiatives and then we architect, design, develop and implement solutions that execute against those goals. We are a Certified Microsoft Solution Provider. The Company's success is based on its team and the scalable software development process that we have created over the last ten years. Our mission is to provide clients with outstanding technology solutions to meet their critical business objectives. ESX has been providing services to clients as a leading full-service software engineering firm specializing in Microsoft Windows systems and applications. In addition to cuttingedge ebusiness solutions, ESX offers custom application development, Wireless and Mobile solutions and Web Enabling of existing software systems. ESX's technical team represents a critical mass of highly skilled interdisciplinary professionals. Years of coordinated teamwork enable us to smoothly and efficiently execute even the most complex technology projects. Our key capabilities include business process analysis, software development, full IT Infrastructure support, and award winning creative design. Our core competency is our ability to deliver high quality software solutions through a rapid, effective and proprietary process developed by the core technical team over the last 10 years. Our capabilities include: Digital business strategy analysis and design Rapid application web side development (RAD) and ebusiness development Custom Microsoft Windows application development (VB, C/VC++) Handheld computing and wireless software applications (WAP, Windows CE) IT integration and administration Web-based workflow solutions (Intranet / Internet) Digital branding and user experience design Web-based globalization and localization infrastructure Web hosting ESX professionals have access to extensive in-house resources, libraries and toolkits and utilize reusable tested elements that lower execution risk and result in shorter developer cycles. Page 10