2. The Implementation of BPR Pertemuan 10 Matakuliah: M0734-Business Process Reenginering Tahun: 2010

3. Continuous Improvement Phase Continuous Improvement Phase :  Why ?  How ?  Outputs  Risks 3

4. Why ? 4 Process improvements without sustainability is not worth the effort, as the improved practices quickly fade away as the business grows and changes To ensure the continuity of process improvement and make it part of business-as-usual The considerable investment made in any project must be maintained and enhanced over time Processes must continuously be improved and redesigned otherwise the organization will be performing in sub-optimal fashion We had improvement programs. But the real difference came when we decided it was no longer a program, it was a business strategy. Stephen Schwartz, IBM

5. How ? 5

6. Step 1 : Fine-tune, Embed and Reward Continuous Improvement Continuous improvement – mechanism for continual process optimization and management, it needs to address: 6 Processes need to be socialized, sufficient support and guide during initial stages of new processes are essential to ensure continuous improvement within the organization What are the objectives of continuous improvement? What is in the scope of continuous improvement and what is out of scope? What are the roles and responsibilities regarding continuous improvement? How are people rewarded for their contribution towards a continuous improvement environment? Reward initiatives as well as results for process improvements Use Intranet to publish the new processes Keep the processes up-to-date Adopt user centric approach for process publication on the internet Rewards can be in the form of training, promotion and financial compensation

7. Step 2 : Process Governance The managing, controlling and reporting of processes within an organization Governance Impact on the processes refers to the increasing rules and regulations applying to processes Impact on the management of the business processes refers to the fact that governance forces organization to take all the necessary measures to ensure that the processes are managed and under control, and that they are properly administered Impact of Governance on BPM Keep measuring Divide the leadership Almost any governance structure is good Encourage the desired behavior People are allergic to excessive control Keep it simple Considerations 7

8. Step 3 : Monitor Continuous Improvement Measurements for monitoring 8 Customer, partner and employee satisfaction with the internal BPM programs and services (via a survey) The number of times process models are consulted The number of complaints from people that the process models are not up to date or correct The number of process model descriptions that have not been reviewed or modified in the agreed time period The turnover of staff (internal and external) The percentage of projects that have achieved their targets and were completed on time and on budget The availability of process models The turn-around time for process modeling “Main emphasis is now on the correct execution of the processes.”

9. 9 Register the change (for example, who is requested the change) Determine the type of change and the drivers for change Prioritize changes Determine impact assessment Obtain approval for the change Plan realization of the change Implement change Review implementation of the change Step 4 : Maintain Process Models

10. Outputs  Mechanisms to manage business processes, and identify and realize opportunities for process improvements  Managed and improved processes 10

11. Risks Mitigation Strategy No one takes ownership of the processes and the management of the processes Discuss with senior management, as ownership has already been specified in BPM Foundation Phase – this is the most critical success factor in BPM People are not following the new way of working Find out why people are not working in the new way and address the issues. If people are not motivated, ‘sell’ the benefits to them. If people have forgotten how to use the new way, provide additional training and guidance Processes are not updatedEnsure that people are using the process models and can detect any issues that are outdated and ensure that processes are reviewed on a regular basis Not further process improvements are identified or initiated from employees and line management Encourage employee and line management to provide suggestions. Explain what happens to their suggestions, explain why certain suggestions are not viable, and communicate successes initiated by employees Difficulty in keeping up with the pace at which governance requirements are formulated Approach governance holistically, rather than piece by piece 11

12. Summary 12

13. Summary 13 Business Process Management is a management discipline that requires end-to- end view and improvement of the organization processes. It is not just a technology, it is an integral part of management which extends from modeling implementation and execution up to monitoring and continuous improvement When implemented correctly, Business Process Management will deliver a number of benefits towards your business including Improves Business Process Efficiency and Effectiveness Increased Customer Loyalty as the result of better and more timely service Increased competitiveness Better process visibility Improved agility Enhanced Simplicity Continuous Improvement within your organization Business Process Management Implementation Framework provide step-by-step framework to implement Business Process Management in your organization. The framework stretches from initial foundations required to execution, monitoring and continuously maintaining success and improvement in your business process management by integrating your improve process into business-as-usual activities Business Process Management can be aligned with other technology initiatives within your organization, like Service Oriented Architecture, Enterprise Content Management and Enterprise Portal to enable and Integrated Enterprise Ecosystem that integrated automated and manual processes within the organization

14. About Meyliana Seorang praktisi di bidang business process management and application development Saat ini menjabat sebagai Corporate Business Development Manager di Bina Nusantara Juga sebagai dosen S1 dan S2 di PS Sistem Informasi Fakultas Ilmu Komputer Universitas Bina Nusantara Email : meyliana@binus.edu dan m3yl14n4@yahoo.commeyliana@binus.edum3yl14n4@yahoo.com 14