Business Process Management (BPM) Initiative in … · Business Process Management (BPM) Initiative...

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Business Process Management (BPM) Initiative in the

Department of Defence (DOD)

Colonel J.H. van der ColffSSO Business Process Management

Directorate Integrated Management Systems (DIMS)Defence Policy, Strategy and Planning Division (DPSP)

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Aim

To provide a broad outline of the Business Process Management (BPM) initiative in the DOD to the DPSA Consultative Workshop members.

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Ministry of Defence

Secretary for Defence Chief SA National Defence Force

Defence Policy, Strategyand Planning Division

Defence Strategy and Planning

Performance Monitoring and Evaluation

Risk Management

Integrated Management Systems

Chief DirectorateStrategic Management

Business ProcessManagement

Organisation StructureDesign Management

PerformanceManagement

Directorate Integrated Management Systems (DIMS) Orientation

Focu

s A

reas

:

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Scope

• Mandate, Vision and Mission of the DOD.

• Democratic Oversight.

• DOD Macro Organisation Design.

• Orientation to Enterprise and Business Architecture.

• Process Representation.

• Proposed DOD High Level Value Chain.

• DOD Business Processes.

• Lessons Learned.

• Questions / Comments.

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• Mandate: The DOD derives its Mandate from the Constitution, the Defence Act, the White Paper on Defence and the Defence Review.

• Vision: Effective defence for a democratic South Africa.

• Mission: To provide, manage, prepare and employ defence capabilities commensurate with the needs of South Africa, as regulated by the Constitution, national legislation and parliamentary and executive direction.

Mandate, Vision and Mission

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• The President is the Commander-in-Chief and appoints the military command of the South African National Defence Force (SANDF).

• Command of the SANDF must be exercised in accordance with the directions issued by the Cabinet member (our Minister) responsible for defence, under the authority of the President.

• Parliament to ensure civil control over the military.

The Constitution of the Republic of South Africa, 1996 (Act no 108 of 1996), Section 201 and 202

Democratic Oversight

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Democratic Oversight (Cont.)

Executive (Cabinet)

- President- Ministers

Legislative (for oversight of functions and finances)- ParliamentaryCommittee on Defence

- SCOPA*- etc

National Security Council(Crisis Management)

Inter-Departmental Committees- Ministers Level- DG Level- Official Level

Secretary for Defence Chief of the South African National Defence Force

Council on Defence

Clusters

ICTS*

JCPS*

G&A*

Social

Economic

Minister of Defence

* SCOPA = Standing Committee on Public Accounting* ICTS = International Cooperation, Trade and Security* JCPS = Justice, Crime Prevention and Security* G&A = Governance and Administration

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MinisterL0

L1

L2

L3

L4

Sec Def C SANDF

DOD Services and Divisions

Formations / Commands

DOD Macro Organisation Design

Units

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Military policy and doctrinedirect management and

administration of the SANDF;employment of the SANDF

Defence policy, plans,civil control and departmental

oversight

Sec Def System C SANDF System

The above systems are discrete (distinct) but complementary(forming parts of a whole)

Processes focuson Direction

Processes focuson Execution

DOD Macro Organisation Design (Cont.)

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Typical Process Components and Organisational Relationships

SAAF ArmyJ Ops

SAMHS Navy

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Strategic Issue(From Parys Resolutions 2004 and Formalised in Planning

Instruction 16/04)

“To align Core and Support Processes with PFMA Imperatives:… the DOD’s core and support processes are not sufficiently developed and integrated, nor have they been aligned, harmonised and implemented (institutionalised) to give effect to the organisational strategies and the regulatory framework”…

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The IEAS has three major aims:• Knowledge sharing,• Collaborative working, and• Decision support.

Business Process Management (BPM) supported by an Integrated Enterprise

Architecture Solution (IEAS)

Direction of the DOD

Processes not alignedIntervention

Aligned processes

IEAS

Business Process Management

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BPM Definition

• Business Process Management (BPM) is the understanding, designing, executing and optimisation of enterprise-wide business operations that incorporate strategy, processes, people and systems.

(Gartner Group)

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Deliverable:BPM CapabilityPlans (Sustainment,ETD, Implementation)

Deliverable:Policy Framework

Deliverable:BA Framework

Deliverable:Established BPMCapability

Deliverable:Well Defined andImplementedBusiness Processes* BPM strategy

* DODD* DODI* JDP

* Business architectureframework

* Business architecturemeta-models

* Business architectureartifacts

* BPM changemanagement plan

* BPM communicationsplan

* BPM implementationand sustainmentplan

* BPM ETD plan

* Identified BPM postprofiles

* Established BPMorganisation structure

* Trained BPMpersonnel

* Established BPMICT systems

* Institutionalised BPM* Aligned business

processes

Participants:CPP, DIMS, GITO, DICTServices and Divisions

Participants:CPP, DIMS, GITO, DICT



M&RS

Participants:CPP, DIMS, Services

and Divisions

Deliverable date:2005 - 2006

Deliverable date:2006 - 2008

Deliverable date:2007 - ongoing

STAGE 1Develop BPM System

STAGE 2Establish Capability

STAGE 3Utilise and

Sustain Capability

Original High-Level Project Roll-out Schedule with Deliverables

Enterprise Architecture (EA) Orientation

Enterprise Architecture

BusinessArchitecture

domain

InformationArchitecture

domain

ApplicationArchitecture

domain

TechnologyArchitecture

domain

SecurityArchitecture

domain

Repository

Enterprise Architecture (EA) Orientation (Cont.)

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Traditional Organisations

•• Functional capability is grouped in the organisation as indepeFunctional capability is grouped in the organisation as independent silosndent silos(strive for independence in silos; duplication therefore follo(strive for independence in silos; duplication therefore follows, cows, co--operationoperationis based upon formal power).is based upon formal power).

•• Information flow is typically vertical and one direction only.Information flow is typically vertical and one direction only.•• Structures focus on functional capability.Structures focus on functional capability.•• Business concepts based on functional performance.Business concepts based on functional performance.•• Each silo networks on own contacts.Each silo networks on own contacts.

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Future Organisations

•• Modern organisations are characterised by their process orientaModern organisations are characterised by their process orientation tion --•• Low focus on structures.Low focus on structures.•• People empowered by the dynamics of the business performance.People empowered by the dynamics of the business performance.•• Networking is focused on the required process performance.Networking is focused on the required process performance.

•• Focus is on business process competency Focus is on business process competency -- not functional capability only. not functional capability only. •• The steering forces that stem from the understanding of strategThe steering forces that stem from the understanding of strategic intentic intentdrives the business concepts.drives the business concepts.

The DOD acquired an IEAS called MooD from the Salamander Organisation in the United Kingdom, which consists of a framework, methodology, toolset and repository.

IEAS is software application that is aimed at managing Enterprise Architecture (EA) in a defence environment / organisation (holistic approach solution).

The idea is that the business process architecture and the information, communication and technology (ICT)architecture should be integrated to enable the development of ICT systems that directly support business processes.

An Integrated Enterprise Architecture Solution (IEAS)

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US FEAF (1999)

DODAF (2003)

ISO/IEC 14252

MODAF (2004)

NATO AF (2004)

EAP (1992)

TOGAF (2002)

TOGAF (1995)

US FEAF (2003)

C4ISR (1999)

JTA

TAFIM TRM

Zachman (1987)

Zachman (2003)

1985 1990 1995 2000 2005

E2AF (2003)

Defence

Commercial

Gov

EA Framework EvolutionIDEA

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Integrated Defence Enterprise Architecture (IDEA) Framework

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Integrated Defence Enterprise Architecture (IDEA) Framework (Cont.)

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Integrated Defence Enterprise Architecture (IDEA) Framework (Cont.)

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ValueChain

Organisational Processes

Activities

Tasks

Consist of

Consist of

Consist of

Process Representation

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Process Representation (Cont.)ValueChain

Organisational Processes

Activities

Tasks

Consist of

Consist of

Consist of

Input

Mechanism

Control

Output

Laws, Policies & ProceduresGuidelines & ConditionsRules & RegulationsQuality StandardsSpecifications

InformationMaterialEquipment

PersonnelFacilitiesEquipmentSystemsMaterial

InformationMaterialEquipment

Activity

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Process Representation (Cont.)OV-1a High Level Operational

Concept Graphic

Dictionary

Strategy

Framework -Regulatory

Information -Business

Technology -ICT

Activity

Structure -Organisational

Capability

Stakeholder

Business Enterprise Architecture

enforces standard terminology

prescribes

Dictates / mandatesgoverns / mandates

produces utilises

executesenables determines

is realised byis configured

with

Products & Servicesuse

supply

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EnablerBlue

GoAgile

AIOWin

Visio

UndocumentedProcesses

IDEADIMS

Database

IDEASAMHS

Database

IDEASA ArmyDatabase

IDEACMIS

Database

IDEAOther

Database

IDEAConsolidationDevelopment

Database

QualityAssureprocess

IDEADOD

Database

IDEA DOD published

processes on Intranet

Interactive IDEA DOD processes

published on Intranet

Process Representation (Cont.)

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Proposed DOD High Level Value Chain

Direct RSA Defence(Governance Process)

Provide RSA Defence(Core Process)

Enable Defence Resources(Enabling Process)

Defence andprotection of theRSA, its territorialintegrity and itspeople

ProvideDODPolicy

Provide Defence Resources

Prepare DefenceCapabilities

Employ Defence Capabilities

Sustain DefenceCapabilities

Provide SupportServices

Dispose / RetireDefence Resources

ProvideDOD

Strategy

ProvideDODPlan

Manageand

Control

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DOD Business ProcessesEnvironmental

Analysis

Changes to Policy

Changes to Strategy

Changes to Plan

Performance Monitoring and Evaluation

Executionof Plans

Government POA

Other Info

Departmental / Military Policy

Division, Service or Resource Policy

Formation Policy

Unit Policy Departmental Strategy

Military Strategy

Force Employment Strategy

Service / Division Strategy

Support StrategyDepartmental Strategic Plan

Service / Divisional Plan

Formation /Group System / Fleet Plan

Unit Plan

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Environmental Analysis

Changes to Policy

Changes to Strategy

Changes to Plan

Performance Monitoring and Control

Executionof Plans

Government POA

Other Info



Formation Policy

Unit Policy



Support Strategy


Formation / Group System / Fleet Plan

Unit Plan

Departmental Strategy

Military Strategy

Departmental Strategic Plan





ProvideDODPolicy







ProvideDOD

Strategy

ProvideDODPlan

Manageand

Control

DOD Business Processes (Cont.)

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Changes to Policy

Changes to Strategy

Changes to Plan


Executionof Plans

Government POA

Other Info



Formation Policy

Unit Policy Departmental Strategy

Military Strategy

Support Strategy





Formation / Group System/ Fleet Plan





ProvideDODPolicy







ProvideDOD

Strategy

ProvideDODPlan

Manageand

Control


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Changes to Policy

Changes to Strategy

Changes to Plan


Executionof Plans

Government POA

Other Info



Formation Policy

Unit PolicyDepartmental Strategy

Military Strategy





Support Strategy

Formation / Group System/ Fleet Plan





ProvideDODPolicy







ProvideDOD

Strategy

ProvideDODPlan

Manageand

Control


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• Very important to obtain commitment and buy-in of top management and other stakeholders, at all levels.

• A champion for a BPM initiative to be appointed preferably on the level of Director General of a Department.

• Business to drive the BPM initiative and not ICT.• To have a BPM strategy to direct the specific Department to

ensure the optimal management and utilisation of business processes in order that their strategic objectives can be achieved effectively, efficiently and economically.

• As soon as possible to put a BPM policy into place for your department.

• To have a dedicated Directorate / Section to drive / execute the BPM initiative (centrally / nodal point) with specialist Business Architects.

Lessons Learned

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• To establish an Enterprise Architecture Board to coordinate the integration of all types of architectures.

• The appointment of a Chief Architect in the specific Department to give guidance.

• To establish a BPM Board to direct and approve the development and implementation of business processes in such that it meets the needs of the specific Department and delivers the espoused benefits.

• The appointment and empowerment of process managers and participants through the BPM Board.

• BPM must be integrated with the specific Department’sstrategy and policy framework.

• Business processes must be designed to deliver on thespecific Department’s strategic objectives.

Lessons Learned (Cont.)

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• The specific Department’s organisational design must enable business process execution.

• The specific Department’s resources must be deployedbased on the value they add to business process performance.

• The specific Department’s business process measurement must be integrated with their performance measurement system.

• To establish an in-house BPM training capability as continuous BPM training is vital.

• BPM must be practised continuously.• The influence of external national initiatives such as IFMS

may influence BPM initiatives.• Important that the correct toolset and repository are chosen.


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• We derived four main components for a BPM initiative:• Framework - TOGAF, MODAF, Zachman etc plus

variations of these;• Method - Business Process Management;• Repository - Container to house architecture / process

information to enable Retrieval, Reuse, Integration;• Toolset - ICT system / application.

• Very important to ensure credible and in-time ICT support for toolset, repository, data, networks, work stations, licenses, etc.

• Start with projects such as restructuring initiatives where the value of BPM can be realised / quick wins obtained.

• The organisational maturity level of the specific Department may have a negative impact on the implementation of BPM.


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