Top-Down vs. Bottom-Up BPM: Unsolvable Conflict or Perfect Synergy?

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1 Prof. Dr. Ayelt Komus Struktur Technologie Mensch Top-Down vs. Bottom-Up BPM: Unsolvable Conflict or Perfect Synergy? BPM Round Table Modellfabrik Koblenz Prof. Dr. Ayelt Komus B P M L A B O R Hochschule Koblenz

2 Empirische Ergebnisse 7

3 BPM-Strategy-Alignment 82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy Only 18% systematic documented process 65% implicit process Best Practice BPM Leaders have a very good understanding of business needs and goals. Source: BPM Best Practice-Study Prof. Komus FH Koblenz Quelle Bild: 8

4 Defined Standards And Reality 9

5 Account Team informs Manager of major project SDH PM not required (End) Route not investigated Validation job generated on CMC queue Links Issuer Enter Order & JC Order Validation Inform Sales New quote request from PM New quote request from customer Missing information passed to NSD (End) Route not investigated Manager informed of major project from other Customer request (major project) NJRA closed Links Issuer Enters Order & NTE Task Missing information received (JC) Links Issuer chase missing info & JC Order Validation Missing information request (JC) Links chase missing info & order validation Issuer chases missing info PM reports Project Status SE Capture Order CRF completed and Links SE Capture Order & Issuer Enter Order Issuer Enter Order Links JC Order Validation & NTE allocation 601 task to Wideband Pass Missing information planner to Issuer Links Issuer Enter Order & Search for Y Code JC order NJRA closed Links refer costing to customer & cancel order Decide no new orders required Dead end Response filed Dead end Missing information request (Issuer) Links Issuer Enter Order & SE Resolves Links Issuer chase missing info & WBP Site survey &WI Relevant NSD informed of new proj order (Link) Links Queue Manager selects NTE & Route/Assign Glasgow Links WBP Site Survey & Issuer chase missing Info Order Cancel order End Links SE Resolves & Issuer Enters Order Re-Issue 601 Task towbp Links JC Order Validation & Search for Y Code Input from Account Team Receive customer plans PM Plans Customer Requirements Requirement generated as result of capacity Links PM Plans Customer Requirements & SE Capture Order Links Search for Y Code & Q Mgr selects NTE Task A29/O532/O530 Links Issuer chase missing info & WBP Site Survey Missing information not available (WBP) SE Resolves Missing info received Link to internal/ external work groups - not modelled Missing information request (WBP) New job in queue Y Code Search Slough/ London Links Search for Y Code & NTE Task Info sent to internal/external workpacks Links WBP Site Survey & SE Refer Costing to Customer New Job in queue Ancillary cost info to SE SE refer Costing to Customer Customer confirm information to Wideband Links SE refer costings to customer & WBP Site Survey Link not Modelled/investigated WBP Site Survey Route, Assign & config 2Mbit Circuits Other output tbc Scheme referred to NSD NTE Tasks (129/532) London/Glasgow Links WBP Site Survey & Issue RF's & JC Respond to CREP Task called to issuer Issuer chooses to ignore so not modelled Input not Modelled Incoming call from field engineer R&A task com'd Link to COSMOSS glue and Config circuit 154 Task live (Link) JC Respond to CREP Decide to place order with tactical planner Links PM plans Customer Reqs & Tactical Planning 154 at COM Ready to CREP Links JC responds to CREP & Issue RF's Glasgow Scheme installed & commisioned Job delayed Links WBP Site Survey & JC Analyse Delay Links NSD Route/Assign & JC Respond to CREP Links Supervise External /Contractor & Integrate Schemes Integrate Schemes CONF Live Links Integrate Schemes & Configure Circuit/Resolve Problems Configure Circuit Resolve Problems End of Process Feed into COSMOSS statistics - Dead end Links NTE Tasks & WBP Site Survey Links WBP Site Survey & NSD Job Selection & Clean 010/O534 live (Link) Links NTE Tasks (No Y Code) & JC Analyse Delay Order in Job Controller's Queue (Link) CREP complete Links Issue RF Glasgow & Allocate COW CDD amended WNEX live after JC amend CDD Issue RFs Glasgow/ London 198/O912 complete Allocate CoW London / Sheffield Ready for installation Links Allocate COW& COWsupervise external works Supervise Equipment not delivered Not Modelled at Present - Non Fluid Process Scheme referred to CSP Integrate scheme and Tactical planning eepcs WNEX task is triggered by COSMOSS, once all other tasks have been completed CDD can't NSD Q Manager chase missing info/clean data Glasgow Job assigned to NSD (Link) Links NSD Job Selection/Clean & NSD Route /Assign RF prepared (Link) Feed into COSMOSS statistics - dead end Links Issue RF's & Route & Assign NSD Route INJC in JCs queue (Link) Links NSD Job selection/clean & JC Analyse delay Links WBP Site Survey & Issue RF's Glasgow SDH2C form sent to NSD (Link) Capacity problem raised Links Route/Assign & JC Analyse delay INJC in JCs queue (Link) Links Supervise External Works/Contractor & IM facilities decisions Job returned to queue man (Link) Dead end - route not investigated Dead end - route not investigated Dead end - route not investigated Dead end - route not investigated Links Route/Assign & Queue Manager Chases missing details Links JC analyse delay & WBP Progress info passed to WBP Progress info passed to NSD Progress info passed to PM Progress info passed to CSM 601 Task INAC task live Links JC analyse delay & SE responds to Customer JC Analyse Delay Dead end SE respond to Customer Progress update to SE Links SE analyse delay & JC analyse delay RF's sent for Financial authorisation Out of Scope - not Modelled Ready for installation Links Supervise Contract & COWsupervise External Works Route not investigated Delay enquiry from customer SE Analyse Delay Progress request to JC (SE) Links Supervise contract & Tactical Planning Solution Planning Links Detailed Planning & Supervise Contract Requires further Investigation Form sent from Oswestry Capacity Managment Tactical Planning RFs sent to CSP Contracts Supervise DL proact job on queue Detailed Planning Proact job complete Links to External Works carrying out DL works Requires further Investigation SDH23 received IM Facilities Decisions Not modelled Requires further Investigation IM Plan Sites for Capacity Requires further Investigation Budget As-Documented Versus As-Is Documented Real Life Slide courtesy of British Telecommunications plc 10

6 Availabilty Of Models / Grass-Root-Modeling 84%: Models are available for all employees and easy to read BUT: Development of models only together with specialists Process Models are not commonly used to support day-to-daywork Bottom-Up-Models stay in the desk drawer and have almost no connection to the official process world Source: BPM Best Practice-Study 11

7 Methodische Einordnung 12

8 Agile Methoden im BPM-Lebenszyklus U-Strategie Unternehmens- Architektur Maßnahmensteuerung (Backlog-Management) Innovation Controlling/Monitoring Feed-Back Kontinuierliche Prozessentwicklung Operative Prozesse Organizational Change Management Bilder: Kate07lyn, Albin Martin Zuech, Parveson, Lakeworks, Tttt1234 via Wikimedia; K.S. Rubin; Hasso Plattner Institut, Microsoft 13

9 BPM-Lebenszyklus Zentral vs. Dezentral U-Strategie Unternehmens- Architektur Maßnahmensteuerung (Backlog-Management) Innovation Zentral Controlling/Monitoring Feed-Back Kontinuierliche Prozessentwicklung Operative Prozesse Organizational Change Management Dezentral Bilder: Kate07lyn, Albin Martin Zuech, Parveson, Lakeworks, Tttt1234 via Wikimedia; K.S. Rubin; Hasso Plattner Institut, Microsoft 14

10 Process Excellence - Aufbau-Organisation Process Excellence Board Sponsor Process Excellence Process Business Owner/( Sponsor ) Center of Excellence BPM (Lean, Agile, QM, MDM) Leiter (Strategie/Steuerung) Tools, Methoden Architektur Process Manager QM/QS Doku/Modelle Support Prozessanalyse und -design, - modellierung Training/ Community Case Manager Lokale Process Manager (SAP Key User) 15

11 PE-Aufbau-Org. zentral vs. dezentral Zentral Dezentral Process Excellence Board Sponsor Process Excellence Process Business Owner/( Sponsor ) Center of Excellence BPM (Lean, Agile, QM, MDM) Leiter (Strategie/Steuerung) Tools, Methoden Architektur Process Manager QM/QS Doku/Modelle Support Prozessanalyse und -design, - modellierung Training/ Community Case Manager Lokale Process Manager (SAP Key User) 16

12 CoE schafft Basis für Dezentrale Optimierung Standards / Support Process Excellence Board Center of Excellence BPM (Lean, Agile, QM, MDM) Sponsor Process Excellence Methoden BPM Methoden Optimierung (LEAN!) Process Infrastruktur Business Owner/( Sponsor ) Training / Coaching Feed-Back Leiter (Strategie/Steuerung) Tools, Methoden Architektur Process Manager QM/QS Doku/Modelle Support Prozessanalyse und -design, -modellierung Training/ Community Case Manager Lokale Process Manager (SAP Key User) 17

13 Start With A Purpose Top-Down (Zentral) Bottom-Up (Dezentral) Optimierung Standardisierung Global-IT-System QM Monitoring / Controlling. 18

14 BPM-Ansätze Top-Down (Zentral) Bottom-Up (Dezentral) Programm 15%, One SAP, Compliance, Ideenmanagement Heureka Kaizen/Lean/CPI 19

15 FRAGEN? Ich ferue mcih auf enie lbeahtfe Dsiukisosn! Kontakt: Prof. Dr. Ayelt Komus BPM-Labor Hochschule Koblenz FB Betriebswirtschaft Mobil: Dieser und andere Vorträge unter: 20

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