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8/3/2019 Susanne Rauer & Ricardo Correia - Presentation
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1/11/2011 10:53 AM
Page 1CBA BPM PoC 2 - Process Excellence
26th Oct 2011
Susanne Rauer
Ricardo Correia
Managing Business Processes & Change
Driving successful business transformation
and improvement initiatives
Practitioner case study: Excellence in BPM
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? CBA set out to develop an understanding of the people,processes and technology needed to deliver business value
through BPM.
? Alignment to strategic objectives and initiatives.
? New organisational capabilities are required to be
successful.
? A process-centric approach to solution delivery will provide a
foundation for a customer-to-customer (C2C) view with real-
time visibility of process performance.
? Co-existence with technology assets demonstrated.
A challenging journey that requires strong sponsorship throughoutA challenging journey that requires strong sponsorship throughouA challenging journey that requires strong sponsorship throughoutt
Key Objectives
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Benefits Features
Improved business process
efficiency
Visibility of process performance in real-time
Guided insight into process improvement opportunities
Simulation and comparison of process change using
execution data
Improved business process
effectiveness
Process participants are guided through managed
customer-to-customer processes
Real-time visibility of impending service level breaches Right the first time through reduced rework
Improved customer
experience
Ability to measure process performance relative to
customer expectations
Actively managed, standardised processes
Ability to effect business
change more efficiently
Processes, activities and metrics are defined in a single
repository Reuse of processes
Closer collaboration between business, PE and IT
Key Benefits
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Key Success Factors
? Business? Increase business agility and product and service time-to-market
? Increase business insights to reduce costs and increase revenue
? Increase Customer Satisfaction and quality of service
? People & Organization
? Identify the new roles, responsibilities & structure? Identify Organisational Change Management (OCM) impacts
? Identify training and development needs
? Define operating model impacts
? Process (Methodology)
? Identify the methods for implementing & improving managed processes
? Define the types of models and how they will be used (model for execution)
? Develop a view ofre-use across the CBA Group
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People & Process First
5
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Planning &
ImplementationRepositories
BPMDeveloper
ArchitectsDeveloper
Business SME
Business
ProcessOwner
ProcessExcellencePractitioner
BPMAnalyst
Business SME
ProcessExcellencePractitioner
InformationArchitect
TestingSME
Org ChangeMgt SME
Business SME
Domain
Architect
BusinessExecutives
ProcessExcellenceExecutive Org Change
Mgt SME
Architects
Typical Roles in the BPM Lifecycle
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Walk the Talk
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Provide paperapplication to
customer to complete
Advise of privacy actand permission for
credit check
Carry out pricingdiscretion
Send paperapplication to PLDC
via fax
Verify if applicationwithin authorised
persons delegatedauthority
Conduct serviceability
assessment
Approve go tocreate contract
Decline draft declineletter and send to
branch to issue tocustomer
Draft a loan scheduleand send to branch
Verify supportingdocuments fromcustomer
Provide loan
documents tocustomer to sign
Apply limit
Obtain dualauthorization
Set correspondence
recipient Provide customer with
documents
Mail documents forimagining
Record interaction
In our PoC, we started with the Overdrafts process, that has
very limited automation and control ...
Activities implemented in CommSee
Activities implemented manually
Manual metrics and monitoring
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Input Application
Advise of privacy act
and permission forcredit check
Send Application toPLDC
Capture payslip
information
Carry out pricingdiscretion
Verify if applicationwithin authorised
persons delegatedauthority
Conduct
serviceabilityassessment
Approve go tocreate contract
Decline draft decline
letter and send tobranch to issue tocustomer
Draft a loanschedule and send
to branch
Verify supportingdocuments from
customer
Provide loandocuments tocustomer to sign
Apply limit
Obtain dualauthorization
Set correspondence
recipient Provide customer with
documents
Mail documents forimagining
Record interaction
Activities automated in CommSee
...and proceeded to model, implement and control the tasks
within our branch applications and BPM
Activities automated in TeamWorks
Out of scope for PoC
Activities implemented manually
Automated metrics and monitoring
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Demo
CommSee
Lombardi
Personal Overdraft Process
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? The platform has gone live and we are currently working on deliveringspecific metrics for the first process implemented.
? The introduction of BPM has allowed us to take a process which was
previously predominantly manual (and took weeks to process) to a fully
automated and managed process which now takes days even hours
to complete.
? Visibility of the process is now possible due to the BPM BAM capability
allowing the business to get clear metrics on how many processes started
per day, how many went to completion, how many have stopped in the
queue and why and what the course of action is to successfully complete.
? As a result of the first successful project in production ourearly adopterpipeline is looking healthy.
Business Impact
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Clear sponsorship
People & process first
Business engagement all the way
Clear roles & responsibilities in workshops Mini playbacks between main playback
Be cognisant of precious stakeholder time
Go slow, start small get it right
Key Lessons Learned
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Planning Considerations
Input Considerations
Financial Maximise ROI in first 12 months whilst ensuring longer term objectives
are not compromised.
Strategic Initiatives Objectives: digitisation, workflow and work item management.
Multi-Entity Banking.
Standardisation Accommodating process variance has a direct effect on
implementation and ongoing costs.
Capability Development Building organisational capability and managing change requires a
concerted effort over time.
Release Cycle May not always be able to deliver C2C solutions in a single release.
Enterprise Platform Need to ensure that suitable infrastructure and environments are
delivered in required timeframe.
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Guiding Principles for Implementation Planning
1. Focus on business areas that currently have little automation
2. Remove paperand providing basic workflow initially
3. Stick to relatively simple processes, dont try to implement all process exceptions.
4. Availability ofprocess owner and business SMEs is critical.
5. Restrict integration with existing systems to frequent activities.
6. Use process analytics to direct investment.
7. Dont accommodate variance that isnt mandatory.
8. Create solutions for multi-entity where a case exists.
9. Standardise processes and identify re-use opportunities
10. C2C coverage desirable, but not always possible in a single release.
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