1st Int. Workshop on ACM Analysis and Documentation of knowledge-intensive Processes

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Dr. Gregor Scheithauer

Sven Hellmann

Senior Consultant

Solution Manager

Analysis and Documentation of

knowledge-intensive Processes

1st Int. Workshop on ACM 2012

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Agenda

Design:

4. Conclusion

1. Special Challenges

2. Identification of adaptive processes

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Special Challenges

Vertical refinement

Process flexibility

Change management

Level 1 Level 2 Enterprise Level Process Level 1 Management, core and support

processes Level 3 Level 4 Level n Business Level Process Level 2 (tbd) Process Level n (tbd) Management, core and support

processes Detailed business processes Detailed business processes Detailed business processes Level 1 Level 2 Enterprise Level Process Level 1 Management, core and support

processes Level 3 Level 4 Level n Business Level Process Level 2 (tbd) Process Level n (tbd) Management, core and support

processes Detailed business processes Detailed business processes Detailed business processes

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Classical challenges –

Vertical refinement

Level 1 Level 2 Enterprise Level Process Level 1 Management, core and support

processes Level 3 Level 4 Business Level Process Level 2 (tbd) Management, core and support

processes Detailed business processes Detailed business processes Detailed Level 1 Level 2 Enterprise Level Process Level 1 Management, core and support

processes Level 3 Level 4 Business Level Process Level 2 (tbd) Management, core and support

processes Detailed business processes Detailed business processes Detailed C o re P ro c e ss e s M a n a g e m e n t P ro c e s se s S u p p o rt P ro c e ss e s E n te rp ris e G o v e rn a n c e P ro d u c t D e v e lo p me n t C o n tra c t M a n a g e m e n t A c c o u n tin g C la im M a n a g e m e n t S a le s P a rtn e r a n d C u sto m e r R e la tio n s h ip M a n a g e m e n t R e -In su ra n c e / C o -In s u ra n c e F in a n c e M a n a g e me n t C o re P ro c e ss e s M a rk e tin g L e g a l A d v ic e C o n s u ltin g IT P ro c e ss e s Q u a lity M a n a g e me n t E n te rp ris e S tra te g y H u ma n R e s so u rc e s M a n a g e m e n t P o lic y M a n a g e m e n t U n d e rw ritin g Process map Process hierarchy (Top-down approach) Identification

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Classical challenges –

Process flexibility

Documentation

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Classical challenges –

Change management

• Optimizing communication

• Providing information

• Creating basis for an flexible and interactive exchange of information

• Development and implementation of appropriate measures

• Development of employees to multipliers

• Result-oriented methods and measures

• Periodic exchange of experiences

Target group oriented communication

Training

and Coaching Stabilization

Hurdles and obstacles Thought is not said Said is not understood Understood is not agreed Agreed is not performed Performed is not maintained Communication

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Case study event process

Support processes

Plan marketing

strategy Manage events

Communicate enterprise information Publish articles Marketing Develop enterprise-wide event planning Operational execution of an event Define

responsibilities Plan events Execute event

Controlling Human Personal Personal Personal Personal Personal Personal Personal Resource

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Case study event process

Define

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Case study event process

Define

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Case study event process

Define

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Teiltrenner

• Layout für Trennseiten

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Process implementation

Determination of process knowledge Identification of improvement potentials Process design Process configuration Process execution & monitoring Process design Collect process knowledge Process monitoring Identification of improvement potentials

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Variety of processes

Structured

with ad hoc

exceptions

 Financial services transactions

Structured

 Regulatory process

Adaptive with

structured

snippets

 Insurance claims

Adaptive

 Innovation Management

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Examples of adaptive processes

• Create insurance policies • Characterize insurance risks • Process damage claims • Pay pensions

Insurances

• Process credits • Process complaints • Review customers • Create mortgages • Open accounts • Review credit card

• Review creditworthiness • Manage investments

Banks

• Manage patient cases

• Customer management

• Vendor management

Healthcare

• Manage compensations • Process aid requests • Support taxpayers

• Manage legal proceedings

Public authorities

• Take over sovereign tasks • Claim management

• Citizenship management • Property management

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Knowledge work vs. Routine work

Integration

•Systematic repeatable work •Depending on formal processes, methods or standards •Dependent on an integration of different functional areas Collaboration •Improvised work

•Dependent on deep cross-functional expertise •Depending on frictionless

installation of flexible teams

Transaction •Routine work

•Dependent on formal rules, processes and training •Depending on detailed

information and specifications

Experts

•Work on their own discretion •Dependent on individual

expertise and experience •Depending on high performance High complexity of work Low complexity of work High interaction (group work) Low interaction

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Identify adaptive processes

Routine work



Understood by all

parties concerned



Repeatable



Planable



Possible to describe it

with logical sequences

Knowledge work



Rare repetitions



Not predictable



Expands itself

suddenly



Stable in dynamic

environment

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Identify knowledge-intensive work

Characteristics

Routine work

Knowledge-intensive

work

Quantity of repetition High Low

Determined unit High Low

Communication intensity Low High

Process complexity Low High

Number of persons High High

Qualification of persons Low Low

Degree of technology High Low

Relevant time High Moderate

Relevant quality Moderate High

Relevant costs High Low

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Three possibilities of documentation

BPMN 2.0

Analysis of process

CMMN

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Documentation with BPMN 2.0

Ad-hoc

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BPMN 2.0 event process

Ad-hoc

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Analysis of process characteristics

Ukelson

Shepherd

Khoyi und

Swenson

Zhu et al.

Goal

_x

Deadline

_x

Mandatory

rules

x

Optional rules

_x

Business

objects

x

Documents

_x

Tasks

_x

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Analysis of process characteristics –

event process

Planning and

conception of an event

Goal

2 weeks before the event

Deadline

• The event data must be determined

• There must be a cost estimation

Mandatory rule

Before a personnel

staffing, the staff requirement can be estimated

Optional rule

• Event check list • Event schedule • Cost estimation

Document

• Determine event data • Estimate staff requirement • Schedule personnel • Determine format • Plan marketing • Reserve location • …

Task

• Event manager • Marketing team • Sales assistance

Role

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CMMN event process

• Execute planning and conception of an event

Case

• Event check list • Event schedule

Case file

• Responsibilities are defined • Event data are determined • …

Life cycle

• Determine event date • Estimate staff requirement • …

Activities

• Event manager • Marketing team • Sales assistance

Role

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Design:

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Modeling conclusion



Rethink but do not discard classical approaches



Clarity in terms of a holistic approach is of great value



Carefully operate the top-down approach (depth of detail) for normative

processes



Clear evaluation of modeling approaches as a success

factor



Value argumentation as most important driver of modeling



Apply decision points and criteria



Modeling symbiosis of normative and adaptive processes



Modeling also as success factor for adaptive processes

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Automation – Possibilities and Developments

Portal solution

Middleware

ACM solutions

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Contact information

Dr. Gregor Scheithauer

Senior Consultant

OPITZ CONSULTING München GmbH

Weltenburger Straße 4 - D-81677 München gregor.scheithauer@opitz-consulting.com http://member.acm.org/~scheithauer +49 89 680098-1483