Post on 24-Jan-2021
Process Modelling and analysis
Proposing a Higher Education Reference Model
• Enterprises are complicated and complex
• Everyone has a different view / perspective / window / frame / ref point
• We need something to talk at – a constant
• People
• Committees
• Events
• Locations
• Data
• Procedures
• Teaching
• Systems
• Initiatives
• Risk
• Projects
• Easy wins
• Regulations
• Rules
• Courses
• Research
• Stakeholders
• Hot Spots
• Strengths Weaknesses
• Disciplines
• Goals
• Roles
• Pain Points
• Strategy
Organisational Overlays
Organisation Who
Location Where
Rules, Controls, Strategy Why
Events When
Things (assets, programs, subjects, …) What
Process How
Organisational Constants
Dimensions of analysis
A B C D E F G H
1
2 *
3 *
4 * * *
5 *
6 *
7 *
8
9 *
These orgs do these processes
These are common processes done by many orgs
ORGANISATION
PROCESS
A B C D E F G H
1
2 *
3 *
4 * * *
5 *
6 *
7 *
8
9 *
This goal impacts on these processes
These processes do nothing towards goal
GOALS
PROCESS
A B C D E F G H
1
2 *
3 *
4 * * *
5 *
6 *
7 *
8
9 *
This process needs this data
These processes need same data
Data collected noone cares about
DATA
PROCESS
A B C D E F G H
1
2 *
3 *
4 * * *
5 *
6 *
7 *
8
9 *
The same processes uses diff systems
This system can do these processes
This process is not supported by a system
SYSTEMS
PROCESS
A B C D E F G H
1
2 *
3 *
4 * * *
5 *
6 *
7 *
8
9 *
This goal impacts on these orgs
These orgs are working on these goals
A B C D E F G H A B C D E F G H
1 1
2 * 2 *
3 * 3 *
4 * * * 4 * * *
5 * 5 *
6 * 6 *
7 * 7 *
8 8
9 * 9 *
These orgs use the same data This goal has no data about it
This data is important to X orgs This data is impacted by these goals
A B C D E F G H A B C D E F G H A B C D E F G H
1 1 1
2 * 2 * 2 *
3 * 3 * 3 *
4 * * * 4 * * * 4 * * *
5 * 5 * 5 *
6 * 6 * 6 *
7 * 7 * 7 *
8 8 8
9 * 9 * 9 *
This org has these systems This system helps with X goals These systems use the same piece of data
These orgs have no systems These goals impact on these systems
These systems are used by This goal has no system
GOALS
ORGANISATION
DATA
ORGANISATION
DATA
GOALS
SYSTEMS
DATA
SYSTEMS
ORGANISATION
SYSTEMS
GOALS
• People
• Committees
• Events
• Locations
• Data
• Procedures
• Systems
• Initiatives
• Risk
• Projects
• Easy wins
• Key Dates
• Regulations
• Working Parties
• Rules
• Stakeholders
• Hot Spots
• Strengths
• Weaknesses
• Goals
• Roles
• Pain Points
• Strategy
• Inductions
PROCESS
Process Links
The CSU Process Model
Org. unit Process Model
Developing organisation unit Process models
provides a vehicle for analysis of the enabling
processes owned by the unit:
Operational divisions typically describe a
generic set of core processes:
1. Support Customer
2. Provide and Maintain Infrastructure and
Services
3. Provide Strategy and Advice
Service processes e.g., in this example, the Employee Lifecycle+
Overlay: Organisation
Develop
SolutionsBuild Services
Maintain &
Improve
Services
(Change,
Release,
Config)
Maintain
Relationships
Core 2: Provide & Maintain Infrastructure & Services
Retire /
Replace
Models
Core 3: Provide Advice & Strategy
Determine
Requirements
Understand
the Enterprise
& Technology
Current
Future
Develop
Models,
Standards &
Information
Provide Advice,
Strategy &
Education
Optimise
Models &
Advice
Research Ideas
& Determine
Requirements
Core 1: Support Users
Retire /
Replace
Services
Manage
Requests
Manage
Incidents &
Problems
Provide
Service Desk
Understand
Services &
Infrastructure
Ord
(3)
Approve
RFC
(minor)
(2)
Obtain
Stakeholder
Endorsement
(1)
Submit
Request for
Change (RFC)
Change
Representativ
e
(9)
Implement
Change
Change
Approvers
Change
Manager
Change
Advisory
Board
Change
Implementers
(4)
Approve RFC
(major &
medium)
(5)
Build & Test
Change
Change
Authorisers
Change Management Process Workflow – Minor, Medium & Major Changes
(6)
Obtain
Authorisation
to Implement
(8)
OK & Schedule
Implementation
(minor)
(7)
OK & Schedule
Implementation
(major &
medium)
(10)
Seek
Approval to
Close
(11)
Review &
Close
(minor)
(12)
Review &
Close
(major &
medium)
Overlay: Procedures
0
1
2
3
4
Median Health Score
(across all T&L Processes)
0=Healthy, 4=Unwell
Process
Understanding
Effectiveness Efficiency Information
Infrastructure /
Systems Support
Consistency Compliance Uni Outcome Faculty Outcome
Assessment Criteria
Drive Process Health checks
Issue Impact Improvementopportunity
Recruitment paper based Vulnerable to humanerror and dissatisfied candidates
Implement e-Recruitment
Differing timing,
documentation, requirements
associated with CSU versus
external accreditation. There
is a different process for
every course which results in
duplication of workload.
The number of professional
bodies that Faculty of Health
Studies deals with makes
this a significant problem &
cost
Synchronise wherever
possible the CSU and
external review processes.
Key players are Faculties,
Senate and Secretariat.
Overlay: Systems
Overlay – ICT Investment
Project bids ‘06
Approved projects ’06
Approved projects ’08
Opportunities
• New approaches to risk management, continuous improvement and review
• Refining organisational structures
• Drawing attention to the ‘main game’
• Conveying complexity
• Communicating in a common language
• Establishing a Strategic Application Plan
• Portfolio Management
• Eliminating duplication
• Creating opportunities for real enterprise wide change
Diversity…sure !
A HE Reference model
University Process Model
Stakeholder context model
Stakeholder Model & the Reference model
Used in conjunction with the Reference Model ask:
• What processes are involved in these interactions?
• How well are these interactions fulfilled ?
• Who is a stakeholder in this process ?
• Who should be involved in analysis, reform and renewal efforts ?
Time spent drafting, reviewing, and gaining consensus on a high level process model for the organisation is time well spent.
It provides the basis for communicating the business ofthe institute to a wide audience and supports wide ranging applications, some examples being businessprocess management, applications portfolio management, business continuity, induction, and decision making on investment in strategic and tactical initiatives with or without an ICT component.