Markus Gappmaier Marriott School of Management (SOAIS) VISTA@BYU VISTA@BYU Reengineering Student...

Markus Gappmaier Marriott School of Management(SOAIS)

VISTA@BYU Reengineering Student Services

Project Training BPMSession 2 – Foundation and

Methods Sep 29, 2000

Dr. Markus Gappmaier, MSM-SOAIS

Welcome!


Exercise: Your three fondest Experiences with Student Services

(financial, academic, career planning)• Write your three fondest experiences with capital letters on colored cards of your choice (one experience per card).• No more than 6 words in capital letters on one card.• Tape the cards to whiteboard wherever it fits for you.• Learn about the fondest experiences of the others (read). • Reposition YOUR cards so that they fit: no talking!


Goals• Have fun and enjoy colors and shapes in a unique way;• Visualize ideas, knowledge, experience;• Create new understanding by developing a coherent system of ideas, knowledge, experience;• Create an awareness for the ideas, knowledge, experience, skills, resources etc. of a group of people;• Prevent the discrimination of ideas of any participant.

Metaplan Technique


Application• Do as we did today;• Explain well how to use the cards properly;• Make sure that you support nonverbal phases during the activity (“non-verbal negotiation);• Trust that people get used to doing it and that they will like the outcome: PROPER VISUALIZATION IS A KEY TO EFFECTIVE COOPERATIVE ANALYSIS AND DESIGN!

Metaplan Technique


Holistic (“Whole System”)Business Process Reengineering

Balanced socio-technical change

Participation (employees + customers)

Reflection of work practices

Consideration of soft facts

Human speed of change


Holistic (“Whole System”)Business Process Reengineering

Our methods

• enable a balanced socio-technical change;

• support human speed of change;

• help consider hard and soft facts.


Importance of Reflectionfor holistic BPR

“... reflection processes are essential … for … organizational change. … Systems only gain motivation to change through different forms of self-reflection, because this way they develop an awareness of the need for change and they can stop to defend the status-quo.”

Krainz, E.: Veränderung in Organisationen, Gabler, Wiesbaden 1998, S. 6 f.

Our methods will help people take time to reflect!


Importance of Participation for holistic BPR

“The primary means for achieving joint optimization (of social and technical aspects of student service processes) is the participation of users in the design of information systems (or business processes).”

Robey, D. und Newman M. in ACM Transactions 1/1996, S. 58

Our methods will enable employees to participate!


Another important pillar of holistic BPRAnother important pillar of holistic BPR

Solution OrientationSolution Orientation

CreativityHope

Cooperation

Solution orientation Solution orientation (instead of problem orientation)(instead of problem orientation)enables hope, cooperation and creativity. enables hope, cooperation and creativity.


• Focus on problems• Analysis of problems• Recriminating

statements• Retreat

• Focus on objectives• Analysis of progress• Respectful statements• Appreciation

• Atmosphere• Cooperation• Ideas




lack of progresslack of progress a lot of progressa lot of progress


Motivationfor change

• attraction of the objectives

• attraction of the objectives

• trust in success

• trust in successM = *

• expected benefits• detailed awareness• expected benefits• detailed awareness

• resources• earlier successes• recent progress

• resources• earlier successes• recent progress


Problem vs. Solution Orientation A Comparison

• Assessing problems• Examining past failures• Awareness of recent

impairment• Explaining problems• Pinpointing weaknesses• Blaming people perceived

as being responsible

• Clarifying goals• Examining past successes• Awareness of recent

improvement/resources• Explaining progress• Pinpointing strengths• Acknowledging the

contributions of people

Focus on Problems Focus on Goals


Problem vs. Solution Orientation The Way we Speak Makes a Big Difference

• How can we serve students better (comparison)?

• Who is responsible for this (negative) part of the process?

• Etc.

• How do you think could we meet the needs of our students?

• Who else can help us understand the needs of our students?

• Do you have a proposal for a procedure which would help in this situation?

Focus on Problems Focus on Solutions


Solution Orientation in all our communications and actions

BYU’s employees, the “local experts”

in the various departments, decide about

success or failure of our project.

They are very important project partners!


Exercise: From Problem to Solution Orientation Translation of Problems into Goals

• (Potential) problems you perceive you might face during this project

• Example:Lack of collaboration

• Transform the problem into it’s polar opposite, into a clear goal (or a wish or an aspiration)

• Example:Flexible collaboration

Problems Corresponding Goals

Start a list as a team, finish it before next session.


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UnfreezeUnfreeze MoveMove RefreezeRefreeze

Pro

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TimeChange process

For

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Reengineering Student Services:Important Phases of Change


Reengineering Student Services:Know the Project’s Stakeholders

• This will make your work easier and more successful;

• You will be able to work with the support of a second and third witness;

• You will be able to apply the BPR methods more effectively

Build on the Core Project Team’s Stakeholder Analysis and add your own understanding to it!


Stakeholder

Stakeholders are individuals and/or groups who have direct influence on the BPr-project success and/or are directly or indirectly effected by the project goals.


Goals

• Identification of stakeholders (individuals and groups);• Assessment of their attitudes towards the project goals;• Development of measures to enable project success.

Stakeholder Analysis


Key functionsBPR-project success requires the following professional roles and functions:

• top management (change promotor, sponsor);• manager, project manager (change agent);• project team (incl. workers from all hierarchical levels);• (internal and external) experts for socio-technical change;• change consultant.


Model: Stakeholders of a project

Promotors, Sponsors

Supporters, Change Agents

Opponents, Change Barriers

Hoppers, Change Advocates

Change,Innovation


Promoters, Sponsors

• active support• help guarantee success• provide commitment• provide positive energy• provide resources• if lost: severe consequences on project progress


• provide expert support

• help to gain organizational acceptance

• provide resources in certain important areas

Supporters, Change Agents


Opponents, Change Barriers

• exert open or hidden resistance against the project

• exert negative influence on the project progress

• goals: - cancellation of the project - re-allocation of key functions- gaining of project control


Hoppers, Change Advocates

• undecided

• changing positions

• no direct exertion of power, but influence on opinionsof other stakeholders

• appropriate measures can help them become supporters


Stakeholder Table

RoleName,Function

Assignment,Goals

Chances,Interests

Risks, potential ofconflict

(Coaching)Measures


Stakeholder Map(see Wall98)

Promotors

Supporters Hoppers

Opponents

directly influencedby project


Stakeholder Analysis: Application• Identification of stakeholders

-- roles, names, functions

-- how much affected by project (h-m-l)

-- personal chances/interests as well as risks/potentials of conflict

-- measures

---> Results: Stakeholder Table, Stakeholder Map

• Analysis of relationships

- who has which relationship(s) with whom

---> Result: Stakeholder map incl. relationships


Relationships• Alliances (----)

-- open arrangements/implicit agreement-- same behaviour-- same decisions/recommendations

• Dependencies (==>)-- Behaviour and decisions depend on another factor (i.e. another stakeholder)

• Conflict (<==!!!==>)-- fight/work against chances/interests of others


Our Steps to Process Reengineering1. Identify the Process’s Customer-driven Objectives

2. Map the Current Process

3. Analyze the Current Process

4. Benchmark for Innovative, Proven Alternatives

5. Reengineer the Process

(Sethi/King, Ch. 8, Furey: Case Study: Precision Materials, Inc., p. 100)

InternalExternal


Our Steps to Process Reengineering The Methods

1. Identify the Process’s Customer-driven Objectives

2. Map the Current Process

3. Analyze the Current Process

4. Benchmark for Innovative, Proven Alternatives

5. Reengineer the Process

(Sethi/King, Ch. 8, Furey: Case Study: Precision Materials, Inc., p. 100)

•Visioning (Interviews …)•Focus Groups•Reconnaissance/Analysis

•Picture Card Design Method (PCDM)•Feedback Meetings

Research Best Practices •Web•Literature•ExpertsPCDM

Analysis•Metaplan Technique•PCDM•Feedback Meetings


Goals

• Create a better understanding of the whole world of opportunities for providing customer value;• Allow break-through thinking to enable quantum-leaps of process improvement. •Visualize (mentally) the best option of the reengineered process;

Visioning


Reengineering Student Services:

Visioning: New Bottles for New Wine

“We must have the boldness to imagine taking 78 days out of an 80-day turnaround time, cutting 75 percent of overhead, and eliminating 80 percent of errors.”

(Sethi/King, Ch. 5, Hammer: Reengineering Work: Don’t Automate, Obliterate, p. 66, 56, 66)


Application• Identify the stakeholders and visionary experts for the process to be redesigned;• Learn about their vision of the redesigned business process (apply methods like interview, survey, web research, best practice analysis);• Use the process vision accepted by the core process team as a basis for all following reengineering activities.

Visioning


Exercise (if possible):• Identify one visionary expert: e.g. BYU-BPM manager Valinda Rose;• Learn about her vision of the reengineered student services;• Compare her vision with the vision of the vision of other experts and stakeholders (later in the project).

Visioning


Outline for Next Training SessionMonday, 5.00 – 6.30 p.m.

• Discussion of experiences with/thoughts concerningmethod application/reflection (Metaplan Technique, Stakeholder Analysis, Visioning etc.)• Q/A Session

• Introduction to BPR-methods (e.g. PCDM, R/A, FBM)• Application of BPR-methods (e.g. PCDM)


Reconnaissance/Analysis


Picture Card Design Method


Feedback Meeting (FM)

Markus Gappmaier Marriott School of Management (SOAIS) VISTA@BYU VISTA@BYU Reengineering Student...

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