1. Driving Business Results: Getting on the Right Bus
ITSM Ottawa September 2016
Delivered by Roger T. Burlton, P.Eng., CMC
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2. What do our organisations expect from us?
Create sustainable value for an affordable cost
BETTER $
MORE FLEXIBLE
RETURN
VALUE
SOONER
COST
COST
CHEAPER
Time
Time to Market
Time in Market
Time to Break Even
Time in Value

3. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

4. Transportation Corporation Overview
Over 1.5 million people served
Operations provided by 18 private operating companies, 5 public operating organizations and 15 non-profit agencies
81 transit system agreements – conventional, custom and paratransit
Fleet of 1,028 conventional and double-deck buses, minibuses and vans
$249 million in expenditures in 2010/11

5. Conceptual Solution – Ideal State

6. Conceptual Solution – Current State

7. Conceptual Solution – Year 1

8. Conceptual Solution – Year 2

9. Conceptual Solution – Year 3

10. Conceptual Solution – Year 4

11. Conceptual Solution – Year 5

12. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

13. Why do Operational Businesses Exist?
To deliver outcomes of value for the core stakeholders of the business
Product or Service Recipients
Society
Owners
Staff
Of great interest to other external stakeholders
Regulatory Bodies
Suppliers
Community
So we have to answer:
Are we doing the right things?
Are we doing them right?

14. The Basis for our Approach
Business Strategy
Business Design
Implementation
Operations
Stakeholder
Needs and
Expectations
Business Processes
Performance Indicators
Business Transformation
Change
Program
Process-Centric Management
Continuous
Improvement
Business Results
Business
Sustainability
Business Strategy
North
Star
Business
Capabilities
Business
Change
Priorities
External Influences

15. The Customized Service Based EA Framework
Organization
Motivation
Process
Information
Application
Physical
Stakeholder Model
Strategies & Business Outcomes
Business Service & Process Model
Information
Model
Application Model
Location Model
Conceptual
Organization Model
Policies
Process Design
Logical Data Model
Technical Design
Technology Model
Logical
Human Resource Model
Business Rules
Work Flow Model
Physical Data Model
Component Model
Technology Deployment
Operational

16. Enterprise Architecture
Leveraging the Business Motivation Model

17. Transformation – 10 Step Approach
Who Cares? Identify stakeholder needs
North Star - Determining 5 Strategic Outcome Statements
Defining lifecycles for relationships and assets
Identify “Ideal” Processes
Where’s the value?
Biggest Pain
Priorities “Gain/Pain”
Source of pain – causal analysis
Identify solutions
The way forward – Roadmap

18. Highly Interactive and Engaging Approach
Helped Assure Shared Meaning and a Cultural Change

19. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

20. Stakeholders
Stakeholders external to the corporation who are direct beneficiaries of the Corporation’s Services
Corporation

21. (Relationships, Assets, Products and Services)
Business Resources
(Relationships, Assets, Products and Services)

22. BC Transit: Customer Groups
Transit Rider Needs

23. Stakeholder value: Design and keep optimizing your operations for e3
Exchanges =
What tangible things we give them, what we get from them
Products, services, information, commitments
Expectations =
What they and we absolutely need
What satisfies them and us in addition
Falling short leads to relationship failure
Experience =
How we and they deliver services
How we and they interact with each another
How we can differentiate when Exchanges and Expectations are similar
Kano Chart
20.Must understand both needs – the delivery of output results and expectations of how service will be provided.

24. The North Star with Gain Weightings
We will help to create financially, socially and environmentally sustainable communities
Gain Weighting – 40%
Increased and optimized the long-term financial sustainability of BC Transit services
Gain Weighting – 20%
Increased transit mode share
Gain Weighting – 20%
Increased transit accessibility and flexibility to support the social needs of communities
Gain Weighting – 10%
Increased the degree to which we help integrate transit systems with other modes of sustainable transportation
Gain Weighting – 10%
Increased the degree to which we help reduce the environmental footprint of communities

25. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

26. Traceability
Starts with Stakeholders and Internal Assets
The lifecycles of our stakeholders and internal assets must support the outside exchanges to contribute to meeting expectations (needs and experience) of stakeholders
VLCP 1
SLCP 1
CLCP 1
VLCP 2
Customer
SLC P 2
CLCP 2
VLCP 3
SLCP 3
CLCP 3
VLCP n
SLCP n
CLCP n
All Supplier Lifecycle Processes
All Vehicle Lifecycle Processes
All Customer Lifecycle Processes
Supplier

27. Sample – Lifecycle

28. Develop Enterprise Strategy and Assure Outcomes
Structuring the Process Architecture
The activities in each lifecycle are now ideally categorized into aligned sets of Business Processes that will deliver outcomes of value for the BC Transit Enterprise and its stakeholders
Develop Enterprise Strategy and Assure Outcomes
Manage the Business
Customer
Operate the Business
Sustain the Business
Supplier
Enable the Enterprise
So: How are the ideal business processes classified and organized for further analysis, prioritization and change?

29. Business Process architecture Map
Consolidated from Lifecycles

30. Business Process architecture Map

31. Sample Analysis IGOE with Assessments
(Input, Output, Guide, Enabler)

32. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

33. Contribution of Business Processes to Outcomes
Evaluation Criteria
Contribution of Business Processes to Outcomes
Each ideal process has the ability to contribute to the attainment of strategic and business outcomes. The criteria will describe how we determine the degree to which it can do so.
Customer
Supplier
So: What outcome based decision criteria will help determine which processes are more value contributors than others?

34. Provision Fare Products & Services - Gain Rating for each Strategic Outcome
Strategic Outcome Rating
Increased & Optimized Financial Long-Term Sustainability 5
Increased Help to Reduce Community Environmental Footprint 4
Increased Transit Accessibility & Flexibility for Social Needs 4
Increased Transit Mode Share 5
Increased Transit System Integration with other Transportation Modes 3
Total Normalized Rating

35. Determination of Business Process Performance Gap
Evaluation Criteria
Determination of Business Process Performance Gap
Each ideal process has a current attainment level towards strategic and business outcomes. Each also has a desired level.
Current – Future gap
Current – Future gap
Current – Future gap
So: How will we measure performance and what is the gap between the current and desired level of performance?

36. Provision Fare Products & Services Pain Rating
Does the process achieve the direct outcome? 4
Is the process executed consistently? 4
Are the resources efficiently utilized 5
Total Rating 13

37. The Assessment of Pain and Gain
The priority ideal processes for change are those with high gain towards outcomes and high pain performance gap
Low Gain / High Pain
High Gain / High Pain
Customer
Low Gain / Low Pain
High Gain / Low Pain
Supplier
So: Which ideal processes are the best candidates for change?

38. Business process Pain-Gain Results
Illustration Public Transportation Company
Least Direct Contribution to North Star
Some Direct Contribution to North Star
Most Direct Contribution to North Star
Removed from Further Detailed Consideration
Large Performance Gap
Moderate Performance Gap
Little Performance Gap

39. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

40. Capability Definition
The impact and feasibility of changes required to eliminate the performance gap for High Gain and High Pain can be based on the Burlton hexagon.
Customer
Supplier
So: What components of the hexagon are impacted by the chosen ideal processes and how feasible are the efforts to deliver them?

41. Design IGOE for Prioritized Processes
Connecting the Dots for Integrity

42. Information Model

43. Technical Capabilities

44. Driving Business Results: Getting on the Right Bus
Agenda
Transportation Corporation Overview
Methodology Used
Stakeholders and Strategic Intent
Ideal Processes
Pain / Gain Assessment
Process Centric Design Models
Roadmap
Reasons for changing process:
Dissatisfied with the quality, quantity, cost or value of the outputs
Inputs have changed
Rules have changed

45. Roadmap

46. Conceptual Solution – Ideal State

47. Conceptual Solution – Current State

48. Conceptual Solution – Year 1

49. Conceptual Solution – Year 2

50. Conceptual Solution – Year 3

51. Conceptual Solution – Year 4

52. Conceptual Solution – Year 5

53. The Net Result
Instead of wasting $50 million on the wrong kinds of IM/IT―which was their original intention―they are now investing $25 million to acquire value-creating infrastructure and optimize the effectiveness, efficiency and quality of their business processes

54. Key Traits of the Robust Architectural Methodology
Contextually driven (Strategy and Stakeholders)
Value Chains
Organizationally Agnostic
Technologically Agnostic
Core, Guiding, and Enabling Processes
Traceable
Aligned
Limited Depth of Structure
Measurable
Notation Agnostic