Interactive Proces Analysis for Results Interactive Process Analysis

Interactive Proces Analysis for Results Interactive Process Analysis people means results

Introduction

mind@work ü Jan Lelie MSc MBA CPF ü Facilitation: together decidedly better decisions ü Mobile group decision room ü Methods and techniques for better group decision making ü This is mind@work’s adaptation of RAMS

Technological Solutions Tip of the Iceberg Technology! !!! There’s answer ……. the? ? Technology Environment Organizational Issues Other Issues Process Issues

Business Process Improvement Areas Addressed PEOPLE MEANS RESULTS

Critical Role of Facilitation Individual goals Common means ideas implementing Conversations actions Individual means developing Commons goals

Four Layered Business Model Business Objectives Business Processes Information Flow Information System

Extension of RAMS Origin and Benefits ü “Requirements Analysis for Management Systems” ü Digital™ Finland ü Wall-charting and structured analysis techniques ü Wall-charting benefits: Involvement Visibility Retention Consensus Team Building Ownership

Requirements Analysis Process Basic Steps ü Develop current business process model ü Obtain consensus on problems, issues and expectations ü Analyze and prioritize problems ü Define recommended solutions ü Identify requirements for change

RAMS Philosophies Simplicity Elimination of Waste Continuous Improvement

Requirements Analysis Areas of Applicability ü Process analysis in the development of user requirements for: û Application integration û Data Warehouse requirements û Application selection û Gap analysis û Application development û Business process redesign û Problem analysis and prioritization û Knowledge management

Overview Methods Terms of Reference 1 Business & Study Objectives û Terms of Reference 2 The Business Problem Benefits Objectives CSF Metrics Goals The Study Non-Focus Goals Resources Duration Focus Deliverable High Level Business Process Analysis Diagonal û Diagonal IPO 3 Detailed Business Process Analysis û Input Process Output (IPO) Definition Source CSF Objectives In Process Out Destination Metrics

Overview Methods continued. . . 4 Problem Analysis û PIE Analysis 5 Future Business Models û Future Diagonal û Future IPOs 6 Implementation plan PIE Chart Purchasing Policies Procedures Training Problem/Issue Forecasting Miscellaneous System Organization Proposed Solution Metrics Planning Diagonal IPO Definition CSF Objectives Metrics Destination Source In Process Out

Business & Study Objectives

Terms of Reference Areas Addressed ü Opportunity statement ü Focus areas of study ü Expected results ü Benefits ü Key players ü Project schedule ü Deliverables Terms of Reference The Business Problem Benefits Objectives CSF Metrics Goals The Study Goals Focus Non-Focus Resources Duration Deliverable

Terms of Reference Format Terms of Reference The Business Problems Benefits Objectives CSF Metrics Goals The Study Goals In-Scope Out-of-Scope Resources Duration Deliverable

See. Map and IPO ü mind@work uses See. Map™ as an alternative for business objectives ü mind@work uses first IPO (input process output) and diagonal matrix later

High Level Business Process Analysis

Diagonal Matrix ü It is û an analysis of business processes ü You build û an illustration of the business information and material flows around and between the business areas ü You need û representatives from each function ü You get û consensal picture information and material flows ü You uncover û. . . problems, issues, and expectations

Diagonal Matrix Model I A N F O C T I V F L I L S F L O W MATERI A T A S W I T N E S I O

Diagonal Matrix Conventions OUT Activity: Verb + Noun Don’t draw arrows Requesting Product IN Acknowl. Request P. O. Selling Products Schedule OUT Requirement IN Planning Production

Diagonal Matrix Format “virtual arrows” Receipt Supplying Materials Ordering Products External Offering. Cust. O. Selling products Sales. O. Scheduling requirements Buying materials Purch O. Internal Mat. Req. Manuf. O. Raw Materials Manufact. products Feed back Orders Finished prod. Feed back Distributing finished prod. Schedule PO Plan Req. Distrib. Cntr Reports ERP systeem System

Diagonal Matrix Critical Format Problems Receipt Supplying Materials Cust. O. Ordering Products rs ome ust c d e tisfi Offering. Sales. O. Selling products a. Dis 1 lete! Comp Scheduling requirements ap Purch O. c ugh no ot e 2. N ty aci Mat. Req. Manuf. O. Buying materials Raw Materials Manufact. products Feed back Finished prod. e! On tim Schedule PO Orders Plan Req. Finished prod. Feed back Distributing finished prod. Distrib. Cntr Reports ERP systeem

Example

Detailed Business Process Analysis

IPO Input Process Output ü Detailed analysis modeling û Within and between functions ü Results in foundation for: û Process redesign û Requirements generation û Object model definitions

IPO Format IPO Definition Objectives CSF Metrics 1. Disatisfied customers Source In Activity/Task Out Destination

Problem Analysis

PIE Chart Objectives Problems - Issues - Expectations ü Gather ideas and suggestions for business improvements and system requirements ü Group into common concerns PIE Chart

PIE Chart Format PIE Chart Purchasing Forecasting Policies Procedures Miscellaneous System Organization Planning Training Metrics

PIE Root Cause Analysis ü Determine root causes to problems û Go beyond symptoms û Expose possible multiple root causes ü Identify problem consequences ü Evaluate impact (potential solution benefits) ü Set priorities and time frames Suggestion Root Cause m tom Root Cause Suggestion ence sequ $ Impact Con Symptom Symp Root Cause Consequence Symptom Problem Consequence Conseq uence $ Impact

PIE Root Cause Analysis Format Suggestion Root Cause Sympt o m Root Cause Suggestion ence sequ n o C tom Symp Root Cause Symp to Symptom Symptom Root Cause Symptom m Consequence Problem Consequence e c uen seq Consequence Sympto m Symptom uence Symptom Problem Consequence Cons eque nce Consequence $ Impact $ Impact

PIE Analysis Proposed Solution Development ü Determine initial proposed solutions ü Assign responsibility, priority and time frame indicators H/M/D Problem/Issue Proposed Solution EJC Front Back

Future Business Models

Future Business Models ü The future business model reflects people, process and technology changes Diagonal ü Future Diagonal IPO ü Future IPOs Definition CSF Objectives Metrics Destination Source In Process Out

Future Diagonal ü Apply solution criteria Diagonal New Current Future

Future IPOs v Apply solution criteria IPO Definition Source CSF Objectives In IPO Process Current Metrics Out Destination Definition Source CSF Objectives In Process Future Metrics Out Destination

Action Planning Report

Final Report ü Documents outcome of workshop(s) ü Input future system requirements ü Defines next steps ü Execution plan of next steps

Conclusion

Benefits 4 Structured 4 User involved 4 Non-threatening 4 Cross functional 4 Consensus forming 4 Educational 4 Retentive

Benefits (continued. . . ) 4 Efficient 4 Fast 4 Productive 4 Impact driven 4 Effective 4 Proven world-wide

Basic Business Chain 5 Facilities Yuj Advies, René R. Tol 4 3 Line 2 1 Market

Basic Business Chain example Demand Projects 7 Outsourcing Partner Yuj Advies, René R. Tol 6 5 ICT Supply 4 3 Customer / Devision 2 1 Market

How the ITSA views are related Business drivers Business view Goals Implementation view Implementation Functional view Technical view Business principles Functional principles Technical principles Rationales Implications Obstacles Actions principles

Principles relate the views: example Driver: Competition is outstripping us on delivery Business view Functional view Technical view Implementation view Goal: Improve time-tomarket Develop e-commerce capability Customers browse, check inventory, order, pay without help Use scripts, database to check inventory and validity Use Microsoft based commerce systems Reduces order processing time Needed for e-commerce Customer must check inventory, make valid orders “Ramp-up” time is reduced Needs modifications to IT infrastructure Requires 24 X 7 system availability Need to develop or outsource Will have to partner to acquire needed expertise Beyond year’s budget No resources for 24 X 7 support Compatibility, integration issues Limited skill set Survey customers Investigate partners Research db products Train resources

Clients Sample Listing Allied Signal Applied Magnetics Bechtel British Aerospace Caterpillar Chips & Technology Digital Equipment Dupont Fujitsu H. B. Fuller Intel Johnson & Johnson Life. Scan Lotus National Semiconductor Northwest Natural Gas Phillips Prudential Life Assurance SAAB Scottish & Newcastle Shell Siltec SEH America Thomas Tate Toyota Volvo Waterford Foods Xicor

Questions?