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Transcript of GAJAH ANNUAL REPORT 2015 | 1 Business Process Management Meghan Atkins Lohith Bangalore Omprakash...
![Page 1: GAJAH ANNUAL REPORT 2015 | 1 Business Process Management Meghan Atkins Lohith Bangalore Omprakash John Doyle Rebecca Mazur.](https://reader035.fdocuments.in/reader035/viewer/2022062714/56649d345503460f94a0ab81/html5/thumbnails/1.jpg)
GAJAH ANNUAL REPORT 2015 | 1
Business Process
ManagementMeghan Atkins
Lohith Bangalore Omprakash
John Doyle
Rebecca Mazur
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CONTENT
SECTION 1 : BUSINESS REQUIREMENTS
SECTION 2 : DESIGN & INTEGRATION
SECTION 3 : PORTALS & FLOW DESIGN
SECTION 4 : IMPLEMENTATION
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GAJAH ANNUAL REPORT 2015 | 3
BUSINESS REQUIREMENTS
By Rebecca Mazur
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GLOCO BPM | Team 3 | 4
CLIENT
Moderately-sized medical device manufacturing
company
Growing dramatically
CONSULTANT FIRM
Consulting firm specializing in HR technology solutions
INTRODUCTION
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GLOCO BPM | Team 3 | 5
INTRODUCTION
INCONSISTENT hiring process
ENFORCE best practices
PROCESS management
Problem
Solution
POOR hiring results
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GLOCO BPM | Team 3 | 6
EMAIL. PHONE POST-IT-TO-SOCIAL-MEDIA-AND-CROSS-
YOUR-FINGERS
DEDICATED RECRUITERor
STRICT CHECKLIST
EXISTING BUSINESS PROCESS
GLOCO doesn’t have one; it has dozens!
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GLOCO BPM | Team 3 | 7
MUST Enforce a basic process framework
REQUIRED FUNCTIONALITY
MUST Allow for individual office and division variations within the framework
MUST Allow changes to be made on the fly by a business user
MUST Automate the process whenever possible
MUST Integrate with the existing payroll system
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GLOCO BPM | Team 3 | 8
EXISTING BUSINESS PROCESS
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GLOCO BPM | Team 3 | 9
PROPOSED BUSINESS PROCESS
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GLOCO BPM | Team 3 | 10
BUSINESS BENEFITS JUSTIFICATION
GLOCO
Needs to grow by 20% each year for the next 5 years
Experiencing 18% turnover in new staff
Spends $27,000 in turnover costs for each lost employee
Spends $7,000 on each new hire
Spends $590,000/yr on all the disparate recruiting systems currently in use
~$34,000,000 expected to be spent on this problem next year alone, most of that due to turnover costs
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GAJAH ANNUAL REPORT 2015 | 11
DESIGN &INTEGRATION
By Lohith Ompra
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GLOCO BPM | Team 3 | 12
ARCHITECTURALAPPROACH
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GLOCO BPM | Team 3 | 13
ARCHITECTURALAPPROACH
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GLOCO BPM | Team 3 | 14
KRONOSWORKFORCE
READY
ORACLE EMPLOYEE DATABASE
BADGING SYSTEM
INTEGRATION
GLOCO’S current recruiting process is paper based, so there are a limited number of existing systems to integrate:
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GLOCO BPM | Team 3 | 15
INTEGRATION ORACLE
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GLOCO BPM | Team 3 | 16
INTEGRATION KRONOS
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GLOCO BPM | Team 3 | 17
INTEGRATION BADGE SYSTEM
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GLOCO BPM | Team 3 | 18
INTEGRATION
CUSTOM INTEGRATION
14 Generic Connections - Medium Change -
Self Supported -
TOOL PROVIDED INTEGRATION- Fast to Implement- High Quality- 3rd Party Supported- Minimal Invasiveness
MANUAL PROCESSLong Term Strategy
Candidate for Decommission
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GAJAH ANNUAL REPORT 2015 | 19
PORTALS &FLOW DESIGN
By Meghan Atkins
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GLOCO BPM | Team 3 | 20
SOFTWARE SOLUTION
A rules engine used to execute business rules at runtime
PEGA 7
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GLOCO BPM | Team 3 | 21
RULES
A “rule” defines a single aspect of an application such as a piece of business logic or styling of the UI
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GLOCO BPM | Team 3 | 22
APPLICATION Rule B
RULE C
Rule A
RULE D
Pega 7 provides the ability to build fully-featured applications from rules without writing any code
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GLOCO BPM | Team 3 | 23
RECRUITERPORTAL
RECRUITING MANAGERPORTAL
HIRING MANAGERPORTAL
END USER PORTALS
ACCESS GROUP RULES: Created for each type of user and mapped to one of the three portals:
User interfaces for the portals will be created using section rules
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GLOCO BPM | Team 3 | 24
UI
Flow
Configuration
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GLOCO BPM | Team 3 | 25
INTERVIEW FLOW
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GLOCO BPM | Team 3 | 26
ONBOARDING FLOW
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GAJAH ANNUAL REPORT 2015 | 27
IMPLEMENTATION
By John Doyle
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GLOCO BPM | Team 3 | 28
DELIVERABLES
Kronos Workforce Ready
Integration
Oracle Employee
Database
Tomcat Webserver
Pega 7
Oracle Meta DB
zLinux Server
Recruiting Manager
Portals
Hiring Manager
Recruiter Job Posting
Automated
Onboarding
Interviewing Wrap-Up
Documents
Post-Mortem
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GLOCO BPM | Team 3 | 29
DEVELOPMENT METHODOLOGY
REVIEW & RETROSPECTIVE
UPDATED BACKLOG.
SPRINT PLANNING
DAILY CYCLE
PRODUCT INCREMENT
SCRUMPROCESS
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GLOCO BPM | Team 3 | 30
PLAN
PHASES
DOCUMENT• Business Reqs• Technical
Reqs
DEPLOY• Dev
Environment• QA
Environment• Prod
Environment
INTEGRATE• Kronos
Workforce• Badge System• Oracle
BUILD• Flows• Portals• QA Testing• Bug Fixes
TRAIN• Central HR• Education
Team
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GLOCO BPM | Team 3 | 31
TIMELINE
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GLOCO BPM | Team 3 | 32
2015DIVISION ROLLOUT
MANUFACTURING & HR
SALES & SERVICES
BIZ TECH
DISTRIBUTION
Phase 1
Phase 2
Phase 3
Phase 4
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GLOCO BPM | Team 3 | 33
OPERATIONAL READINESST3
TRAININGTrain GLOCO’s Education Team to be Pega 7 System Architects
SUPPORTSupport the portals for 6 months
and the servers for 12 months after go live, fixing bugs and resolving integration issues
ENHANCEMENTSCan be contracted out to create
new flows
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GLOCO BPM | Team 3 | 34
OPERATIONAL READINESSGLOCO
TRAININGTrain the users of the system in
each division. Additional training given to Recruiting Managers
SUPPORTProvide face to face support to
each division as the transition to the new system occurs
ENHANCEMENTSRecruiting Managers can modify existing flows, GLOCO can create
new flows
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GLOCO BPM | Team 3 | 35
HIGHMITIGATION STRATEGY
INTEGRATION issues
CONTINIOUS DEPLOYEMENT and integration
Problem
Solution
USER RESISTANCE to Change and Acceptance
STAKEHOLDER buy in and support
TRAINING materials and user sessions
PHASED rolled out
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GLOCO BPM | Team 3 | 36
MEDIUMMITIGATION STRATEGY
CONTINUOUS changing requirements
ITERATING the gathering of requirements
Problem
Solution
COORDINATION and communication issues
SIGN-OFF by the business owners
INVOLVE IT and Central HR throughout
PHASED rolled out
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GLOCO BPM | Team 3 | 37
SUCCESS METRICS
Reduced Turnover
TurnoverFrequency of
employees leaving and joining Faster Hiring
Rate
Better Descriptions
40%
15%
35%
TimeTime between the
requisition open date and a new hire
DescriptionHow often a job
description is revised
POSITIONREPOSTING
RATE
Reduced: 90%
Timeline: 1 Year
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GLOCO BPM | Team 3 | 38
SUCCESS METRICS
Actual vs Requisition
Expectations3 month feedback
from employee’s
Faster Hiring Rate
Better Descriptions
10%
NEWEMPLOYEETURNOVER
Reduced: 10%
Timeline: 3 months
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GLOCO BPM | Team 3 | 39
SUCCESS METRICS
Automated
IntegratedTime difference between the HR
Employee DB updated and each
system Faster Hiring Rate
Reduced Errors
30%
20%
Manual ErrorsReduced updates to
each system
ONBOARDINGTIME
Reduced: 50%
Timeline: 9 months
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Please Don’t Hesitate.
QUESTIONS?
?
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For Your Precious Time and Attention.
THANK YOU