Process Improvement (BPM)
Presentation to LITN Mike Ouska, CIO - LSS of Illinois
October 2008
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Agenda• Process Improvement/BPM: What is
it?• Experiences at LSS of Illinois• Why do it?• How to do it• Lessons Learned• Why do it? (revisited)
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What is it?
• Business Process Management (BPM) is a well-established set of techniques for analyzing and improving business processes
• Not necessarily involving system changes
• Related to TQM, et. al.
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What is it?•LSS-Illinois calls it “Process
Improvement” instead of “BPM” to be less formal.
•BPM professionals might frown on using the term. BPM = (Process Improvement + Reengineering)
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What is it?
• “BPM” is also a category of software.
• Lots of BPM SW choices: IBM, Fujitsu, Appian, EMC/Documentum, Savvion, JBoss, Metastorm, BEA, InRule, Global360, Agila by Apache, Peoplesoft, SAP, etc.
• Not practical for most non-profits
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Experiences at LSS-Illinois
• Historically, I/T avoided it.• I/T Project Charters explicitly
stated that process improvement was “out of scope.”
• In reality, on-the-fly re-engineering snuck in either with or without I/T’s help.
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Experiences at LSS Illinois
• Some I/T projects would have benefited from BPM– Avoid duplicating inefficient processes– Utilize full capabilities of systems– Improve user experience– Potentially reduce costs
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Experiences at LSS Illinois
• In early 2008, CIO convinced Sr. Management to start Process Improvement Initiative (led by CIO)
• Mission was to identify and perform Process Improvement projects whether or not they involved Systems.
• Why? (covered below)
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Experiences at LSS Illinois
• Formed and educated the Process Improvement Steering Committee
• Educated top 20 Executives on BPM.• Visited Programs sites to gather the
long list of potential projects.• Analyzed Steering favorite projects.• Chose first project and named team.
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Experiences at LSS Illinois
• Projects Done or In Process:– Nursing Home Admissions
(twice!)– Mobile Foster Care Case Worker– Time & Attendance (part of an I/T
project)
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Why Do It?
• Arguments Against– Can involve many
depts./functions– Long, difficult, risky projects– Not I/T ‘s job– I/T has enough to do– Resistance
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Why Do It?
• Budget review led CIO to consider how I/T can have a bigger impact, for example:– Agency travel budget as big as I/T
budget– Occupancy 10% of agency budget– 2000 employees using inefficient
processes for time reporting, expense reporting, purchasing, vouchering, etc.
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How to do it• Map current processes (“As Is”)• If making incremental
improvement, modify the “As Is” to become the “To Be”
• If re-engineering, start with blank page to produce “To Be”
• Develop implementation steps, etc.
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How to do it
• SME’s & Decision Makers in room
• Blank Wall• Swim lanes & Post-it Notes• Two-person teams (facilitator
and scribe)
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How to do it?
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Lessons Learned• Process Analysis improved the
solution in the Mobile CW Project– Printing from other offices– Instant Messaging from Courthouse– Electronic Court Calendar– Items for Security Policy– Equipment and Supplies
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Lessons Learned• How long does it take?
Project As Is To Be
Nursing Admissions 49 Hrs in 12 weeks
Mobile Case Workers
67 Hrs in 4 weeks
57 Hrs in 6
weeks
Time & Attendance
74 Hrs in 3 weeks TBD
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Lessons Learned• Scheduling and logistic challenges• Resist developing the solution
during “As Is” mapping• Preconceived ideas of what the
problem is may be wrong.• Don’t be afraid to be a “process
expert”
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Lessons Learned
• Consider significantly different solutions (re-engineering) or even (dare I say) innovations
• Get buy-in from all levels of management
• Must have the right people in the analysis meetings.
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Lessons Learned
• Must have the right people in the analysis meetings.– Knowledgeable– Persistent– Responsible– Open-minded
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Why Do It? (revisited)
• Benefit to your Agency• Benefit to your Career
“Innovation distinguishes between a leader and a follower.” Steve Jobs
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Recommended Reading
For information on how to conduct a BPM session, please see
Business Process Change, Paul Harmon