1. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What does this mean in practice for process management? We need to know: What the processes are What they should deliver How much they cost Are they working effectively & efficiently How to improve them

2. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What mechanisms do we put in place to achieve this? Institutional process model Process management structure Process management process Corporate standards for process documentation Process improvement framework Change management framework

3. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Institutional process model Strategic & Operational Planning Performance Management Knowledge Acquisition, Creation & Development Deliver Student Experience Research & Business Development Manage Finance Manage Marketing Deliver IT infrastructure Manage Estate & Facilities Manage HR

4. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Process management structure Process Owner Local Process Owner Local Process Owner Local Process Owner Process Manager Dean HoD Process Administrator Process Administrator Process Administrator Member of staff Member of staff Member of staff

5. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Process management process Process Documentation Review Previous Cycle Annual Report Process OK? Set new targets Define Problem Large Change? Re-engineer process Process Documentation Process Y Annual Planning c. 8 people x 2 days N N Y Continuous Improvement New Targets

6. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Corporate standards for process documentation Personnel, Roles, Skills & Competencies Process Registration Document (inc. relationship with Corporate KPIs) Critical Success Factors / Service Level Annual Operating targets Procedural documentation Performance measures

7. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Process improvement framework Tools & Methodologies for: Identifying “AS IS” (process, systems, people) Specifying problem, opportunity or change required Identifying “TO BE” (process, systems, people) Detailing migration path

8. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Change management framework Robust templates for: Communications Planning Stakeholder Management Project management Delivery management Risk management

9. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Practising what we preach! SHU is in the process of developing and implementing these mechanisms The road to University-wide acceptance has been rocky A critical mass has been reached Will gladly continue to share learning with the Learning Network.

10. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Learning from mapping the student acquisition process – MANRU Project Approach What worked What didn’t work What will be different next time Key learning points

11. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Approach Introductory seminar on process review methodology Workshop to identify –Process scope –Required outcomes –Issues Workshop to explore current process Workshop to identify process improvements Workshop to develop implementation plan

12. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What worked Participants have welcomed opportunity to meet & talk with colleagues Workshop on process strategic purpose provided rich picture of key issues All participants have worked hard and produced carefully considered outputs An interesting picture of the key issues has emerged

13. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What didn’t work Introductory seminars were too simple for the audience Couldn’t resolve conflicting process objectives / priorities Administrative staff found it difficult to move from theory to practice when mapping process Difficult to identify detail of problems: –No shared customer value perceptions –Acceptance of what “can’t” be changed

14. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence What will be different next time More preparatory work on what “good” should look like Explore existing directives & regulations and explode “myths” Use of templates for delegates prior to workshops to enable better preparation & information gathering Imagination unlocking activities (perhaps)

15. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Key learning points Important to design seminars & workshops to inhibit intellectualising of problems (a universal academic failing?) Critical to work with local project management team to explore and address issues arising from local culture –Fatalism –Lack of empowerment & confidence –Cynicism Essential to get senior management teams to specify required process improvement outcomes

16. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Summary Processes Customer Results Society Results Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources Enablers Results Innovation and Learning IIP BSC ISO 6 Sigma Shared Vision Shared Values Relationships Individual values Skills Actions and behaviours

17. © Centre for Integral Excellence Sheffield Hallam University www.shu.ac.uk/integralexcellence Thank You! Mike Pupius Centre for Integral Excellence, Sheffield Hallam University, UK m.pupius@shu.ac.uk www.shu.ac.uk/integralexcellence Fiona Sutherland Sheffield Hallam University, UK f.sutherland@shu.ac.uk www.shu.ac.uk/integralexcellence