TI et reingenieire des processus - HEC Montreal

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Aug 7, 2012 (5 years and 5 months ago)

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IT and Process Reengineering

Session #2

Jean Talbot

Jean.talbot@hec.ca

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Session 1 Summary


Definition of BPR






Business Process

Use the power of modern information technology to
radically redesign business processes in order to achieve
dramatic improvements in their performance


Hammer

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Outline


A BPR Methodology


Scoping the project


Modeling the As
-
Is process


IBM
Websphere

Business Modeler


El
-
Sawy’s

BPR Methodology

The material in the following slides is taken from El
-
Sawy, O.,
Redesigning Enterprise Processes for E
-
Business
, McGraw
-
Hill
Irwin, NY, 2001, Chapters 1 & 4

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

El
-
Sawy’s

Methodology

(
El
-
Sawy
, O.,
Redesigning Enterprise Processes for E
-
Business
, McGraw
-
Hill Irwin, NY, 2001)

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

El
-
Sawy’s

Methodology

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Process Redesign


Phase 1: Scoping the process


Phase 2: Modeling, Analysis and Redesign of the
Process


Phase 3: Planning Process Integration

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Participants

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Phase 1: Scoping the Process

1.
Operationalize process performance targets

2.
Define process boundaries

3.
Identify key process issues

4.
Understand best practices and define initial visions

5.
Familiarize participants with BPR software

6.
Outline data collection plan and collect baseline data

7.
Plan for modeling phase


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

1.1

Operationalize

process performance
targets



Why?


How?


List the stated goals of the BPR project in order of
priority


For each goal, identify the related process performance
targets in specific concrete terms


For each process performance target, identify tangible
explicit measures and write them out


Group process performance targets by type


Identify and list major resource constraints


See Template



HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

1.1

Operationalize

process
performance targets



Take a multi
-
dimensional perspective. A narrow
approach can cause dysfunctional
consequences:


Goal: Minimize machine down time


Dysfunctional consequence: ….


Goal: Reduce purchase price of raw materials


Dysfunctional consequence: ….


Goal: respect project budget and deadline


Dysfunctional consequence: ….


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal


Usually processes are measured with cost,
quality, throughout and time measures


But this is not enough. Internal measures must
also be related to strategic objectives (financial
and customer related measures). This can allow
to identify new processes


Ex: One objective of HEC is to be recognized as
a top 10 MBA program outside US. This implies
that we need to have a process related to
rankings.

1.1

Operationalize

process
performance targets


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Kaplan, R.S. & Norton, D.P. «

The Balanced Scorecard: Measures that Drive Performance,

»
Harvard Business Review
, 1992

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

1.2. Define Process Boundaries


Why ?


How ?


Customers of the process?


Outputs of the process?


Inputs of the process? Triggers?


Departments that interface with the process?


External entities?


What are the sub
-
processes?


See template

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

1.3. Identify Key Process Issues



Why?


How?


Get Customer input


Current expectations


Process problems


Process credits


Time and effort expended by customers


Future requirements


SWOT assessment of process (see template)


Assessment of work environment around the process
(see template)


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

1.4. Understand Known Best
Practices and Define Initial
Visions


Why ?


How ?


Articles, industrial visits, seminars, documents,
-

be
curious

HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal


1.5 Familiarize participants with BPR
software


1.6 Outline data collection plan and collect
baseline data


HEC MONTRÉAL


MBA

53
-
753
-
03 IT & Process Reengineering


Jean Talbot, HEC Montréal

Phase 2:

Modeling, Analysis and
Redesign of Process

2.1 Continue data collection

2.2 Model «

As
-
Is

» baseline process

2.3 Analyse and diagnose «

As
-
Is

» process

2.4 Design and model «

To
-
Be

» process
alternatives

2.5 Analyze «

To
-
Be

» process alternatives and
select best one

2.6 Plan process integration phase

Modeling the As
-
Is Process with
Business Modeler

See IBM material

Unit 3 (page 12


18)