© Rudolf P Muller 20061 Anthology – basis for action ?

© Rudolf P Muller 2006 © Rudolf P Muller 2006 11

Anthology – basis for Anthology – basis for action ?action ?


Where does it fit ?Where does it fit ?


ProceduresProcesses

Outputs(Services produced, legislat.

administered)

Outcomes(Customer Community Impact,

Results achieved)

Customer &Customer Group

NeedsInputs

Efficiency occursEffectiveness occurs

Appropriateness occurs

Project (Output) ManagementProgram Management

What & Where ?When & Why ? How & Who ?


ProceduresProcesses

Outputs(Services produced, legislat.

administered)

Outcomes(Customer Community Impact,

Results achieved)

Customer &Customer Group

NeedsInputs

Efficiency occurs

Effectiveness occurs

Appropriateness occurs

Project (Output) ManagementProgram Management

What & Where ?When & Why ?

Financial Customer ProcessLearning& Growth

StragtegicAim

StragtegicAim

StragtegicAim

StragtegicAim

CriticalSuccess

factor

CriticalSuccess

factor

CriticalSuccess

factor

CriticalSuccess

factor

StrategicMeasures

StrategicMeasures

StrategicMeasures

StrategicMeasures

Action Plan

FinancialIndicators

CustomerIndicators

ProcessIndicators

Learning &Growth

Indicators

Balanced Scorecard,per Outcome.

Outcomes and formulated Key PerformanceIndicators

e.g Outcome A, B, C

Defined Outputs which underpin Outcomes A, B, C

Activities are devised which generate projects

Variable (improvement factor)Performance Table Indicator RelationshipTabl, e.g.Outcome A underpinned byOutput A1, A2, A3Outcome B underpinned byOutput B1, B2Outcome C underpinned byOutput C1, C2, C3, A1

Projects occur which establish newoperational procedures/processes.

Outputs must conform with agreed-onPerformance Indicators

Negotiation about Output appropriateness

Service Level Agreementprocess cycle per Customer

Projects are established to facilitate implementation

Zachman Enterprise Framework utilised for ICT Planning

What Where How Who

logical modeldistrib systemarchitecture

applicarchitecture,

functions, userviews

human interfacearchitecture

When

processingstructure

Why

ends & means

business plan

business rulesmodel

PlannerScope & Context

OwnerConceptual business

model

DesignerSystem Model

(logical)

BuilderTechnology Model

(physical)

physical datamodel

technologyarchitecture

system designpresentationarchitecture

controlstructures

rule design

Sub ContractorDetail representation

data definitionnetwork

architectureprogram

securityarchitecture

timing definition rule specification

things importantto the business

businesslocations

businessprocess

people importentto business

events & cycles

bus. entityrelationships

busin. processmodel

businesslogistics system

workflow model master schedule

Data Network Function People Time Motivation

Architecture Framework Strategic FrameworkManagmnt. Framework

How & Who ?

Kaplan & Norton Framework

Kaplan & Norton Framework utilised for ICT Planning

Architectural FrameOrganisational Management

Frame

PerformanceManagement

Frame


A n t h o l o g y -- basis for action ???


A EDCB F

Business analysts need toacquire experience in

projecting models forward tofuture state

We tend to do BPMAFTER the requirementshave been established

Lack of note-taking duringinitial discussions with the

business

BPM is possible efficient,but why are WE doing it?

Architects long term strategiesare not handed proper down/

translated/transparent intodevelopment/operations

There are no black&whiterules, therefore it is difficult

to apply critique evenhanded

Do not try to employ re-usability at BPM level

Do not generalize models, theyare meant to be specific

BPM has only a certain set ofrules, but around business

processes we will encountermostly guidelines

Employ mentoring instead ofsetting too much guidelines

Where does BPM fit withinthe overall processes and

frameworks ?

People that are not reallysupportive of BPM put

themselves in the way toprevent proper modelling

Disconnection betweenstrategy - planning -

operation

Changes are beingapplied without reallyexperiencing how the

original process eventsperformed

No coherent direction asto where we go (goal,

direction)

Analysts should be withthe business all the timeand help to business to

understand itself

We try - but are actuallynot able to - tell the

business how to do itsbusiness

BPM to be done byBUSINESS, not technical

areas

Enough detail is required tounderstand implications of

the business process,however, it must be possibleto turn visibility of the details

on or of as the situationdemands

BPM are NOT to bemodelled by technical people

Emphasis needs to be givento the importance of BPM inthe business, especially theend-to-end understanding of

the model

TEmphasis needs to begiven to the importance of

BPM in the business,especially the end-to-end

understanding of the processthat establishes the model

Emphasis needs to be givento the importance of BPM inthe business, and its ability

to help the business tounderstand itself

Keep developers out ofthe business modelling

side

Lack of appropriatelyskilled people

Functional RequirementsSpecs (FRS) do not show

what 'it' is about.

Bad models are betterthen none, provided they

are consistant

To much rework isrequired due to

overlapping boundaries

Boundary definitionsrequired between

Business & Technical

Models should bedelivered to us, instead of

we doing the models

Lack of detailed view ofbusiness process

Waters between businessprocess(es) and technical

process(es) have been andsometimes still are muddled

New method(es) introducedwithout proper strategic how to.

Don't use techos for businessanalysis

Technical people used forbusiness processes of whichthey know little (creates grey

areas of possibly unsure/incorrect process)

Resource areas properllyinstead of using stop-gap

measures, as skills are notalways appropriately

Difficult to define boundaries,makes work more difficult as

the business is sometimes notsure of its own process

Some detail of businessprocesses recorded in 'adirectory' , but no visibility

across all who need to know

No continuity

Too long run-up time due to noagreed-on technique/guide/

principles

BPM NOT to be done bytechos

BPM is a matter for thebusiness to be done congruent

across all government, toachieve its maximum potential

Boundaries need to be definedaround BPM

BPM is about what thebusiness wants/needs and/orhow it (believes it ) functions

Lack of transparency to allparticipants

No consistancy of approach

A n t h o l o g y -- basis for action ???

•Generation of ‘points’

•Identification of ‘points’

•Corroboration of ‘points’

•Multiple reframing


A EDCB F

Business analysts need toacquire experience in

projecting models forward tofuture state

We tend to do BPMAFTER the requirementshave been established

Lack of note-taking duringinitial discussions with the

business

BPM is possible efficient,but why are WE doing it?

Architects long term strategiesare not handed proper down/

translated/transparent intodevelopment/operations

There are no black&whiterules, therefore it is difficult

to apply critique evenhanded

Do not try to employ re-usability at BPM level

Do not generalize models, theyare meant to be specific

BPM has only a certain set ofrules, but around business

processes we will encountermostly guidelines


Where does BPM fit withinthe overall processes and

frameworks ?



Disconnection betweenstrategy - planning -

operation

Changes are beingapplied without reallyexperiencing how the

original process eventsperformed

No coherent direction asto where we go (goal,

direction)

Analysts should be withthe business all the timeand help to business to

understand itself

We try - but are actuallynot able to - tell the

business how to do itsbusiness

BPM to be done byBUSINESS, not technical

areas

Enough detail is required tounderstand implications of

the business process,however, it must be possibleto turn visibility of the details

on or of as the situationdemands

BPM are NOT to bemodelled by technical people

Emphasis needs to be givento the importance of BPM inthe business, especially theend-to-end understanding of

the model






Keep developers out ofthe business modelling

side

Lack of appropriatelyskilled people

Functional RequirementsSpecs (FRS) do not show

what 'it' is about.

Bad models are betterthen none, provided they

are consistant

To much rework isrequired due to

overlapping boundaries

Boundary definitionsrequired between

Business & Technical

Models should bedelivered to us, instead of

we doing the models

Lack of detailed view ofbusiness process

Waters between businessprocess(es) and technical

process(es) have been andsometimes still are muddled


Don't use techos for businessanalysis





Difficult to define boundaries,makes work more difficult as

the business is sometimes notsure of its own process

Some detail of businessprocesses recorded in 'adirectory' , but no visibility

across all who need to know

No continuity


principles

BPM NOT to be done bytechos



Boundaries need to be definedaround BPM


Lack of transparency to allparticipants



Dave Snowden Dave Snowden has been one of the leading figures in the movement towards integration of humanistic approaches to knowledge management with appropriate technology and process design. Well known for his work on the role of narrative and sensemaking, he is an entertaining speaker and a formidable realist, and one of the few thought leaders who can bring together the academic and practitioner perspectives into a single, comprehensible purview.

He is Founder & Chief Scientific Officer -Cognitive Edge (formerly the Cynefin Centre) which focuses on the development of the theory and practice of social complexity. The Cynefin Centre spun off from IBM in July 2005 to allow it greater freedom to explore new trans-disciplinary and participatory approaches to research and the creation of an open source approach to management consultancy. The Cynefin framework which lies at the heart of the approach has been recognized by several commentators as one of the first practical application of complexity theory to management science and builds on earlier pioneering work in Knowledge Management.

http://www.gurteen.com/gurteen/gurteen.nsf/id/dave-snowden

http://www.gurteen.com/gurteen/gurteen.nsf/id/L000992/


BPM is possible efficient, butwhy are WE doing it?

Architects long termstrategies are not handedproper down/translated/

transparent intodevelopment/operations

Where does BPM fit within theoverall processes and

frameworks ?No coherent direction as to

where we go (goal, direction)

Emphasis needs to be given tothe importance of BPM in the

business, especially the end-to-end understanding of the

model






Models should be delivered tous, instead of we doing the

models




Strategy & Architecture

é


BPM is possible efficient, butwhy are WE doing it?

Architects long termstrategies are not handedproper down/translated/

transparent intodevelopment/operations

Where does BPM fit within theoverall processes and

frameworks ?No coherent direction as to

where we go (goal, direction)

Emphasis needs to be given tothe importance of BPM in the

business, especially the end-to-end understanding of the

model






Models should be delivered tous, instead of we doing the

models




Strategy & Architecture

Where

is ‘it’ done?





Analysts should be with thebusiness all the time and help

to business to understanditself

Lack of appropriately skilledpeople





Transformational Change failed or slow

Org Development

Do not generalize models,they are meant to be specific

We try - but are actually notable to - tell the business how

to do its business





Analysts should be with thebusiness all the time and help

to business to understanditself

Lack of appropriately skilledpeople





Transformational Change failed or slow

Org Development

Do not generalize models,they are meant to be specific

We try - but are actually notable to - tell the business how

to do its business

Lack of knowledge


We tend to do BPM AFTER therequirements have been

established

Changes are being appliedwithout really experiencing how

the original process eventsperformed


No continuity


principles


Methode & Approach

Bedding down of process

&

Process integrity

© Rudolf P Muller 20061 Anthology – basis for action ?

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