IS 788 13.11 IS 788 [Process] Change Management Lecture: Detailed look at a real-world process...
-
date post
21-Dec-2015 -
Category
Documents
-
view
222 -
download
1
Transcript of IS 788 13.11 IS 788 [Process] Change Management Lecture: Detailed look at a real-world process...
IS 788 13.1 1
IS 788 [Process] Change Management
Lecture: Detailed look at a real-world process change case (El Sawy, Ch. 6)
Presentation and Discussion – “Why Change Programs Don’t” – Lisa Anderson
IS 788 13.1 2
A semi-real process change example
Based on a real-world case and modified (by IBM) for teaching purposes
Two objectives Redesigning the organizations interface to the
consumer Enterprise integration – better linking front and
back office Both, of course, under the primary objective of
better customer service leading to higher profitability
IS 788 13.1 4
El Sawy, p. 139
Note that thismethodologyincludes generating specifications forIS.
Explicit identification of how business
partners will be effected by the
process change.
IS 788 13.1 5
Process Scoping Report (phase 1)
Executive summary Process performance targets (goals) Process boundaries Key process issues (problems,
bottlenecks, shortcomings) Preliminary vision of new process Data collection plans for phase 2
Plus
IS 788 13.1 6
Several interesting analyses
In El Sawy but not in Harmon
A process SWOT An analysis of the process
environment
IS 788 13.1 9
Zyco auto insurance
Streamiline customer service process – preparatory to full ‘e’ing of the business
Enhance (make easier and more profitable) their partner’s dealings with them
One process of many – the auto windshield repair claims process
IS 788 13.1 10
3 sub-processes
Check insurance coverage Repair shops must now call agent or
Zyco and either wait for proof of coverage or proceed and risk non-payment
Repair windshield Process claim and pay
Possibility for fraud – customer may add coverage after windshield damage
IS 788 13.1 11
Process measures defined before implementation
Performance specifications for the
new process
IS 788 13.1 13
Identify problems through AS-IS modeling
Information flow to partners and customers inadequate Repair shops must call insurance agent
or company Customers not sure which shops are
approved Internal information silos
Front office and back office information sharing slow – potential for fraud
IS 788 13.1 14
Phase 2 steps
Modeling the AS-IS process Analysis of problems including
Interviews with process actors On site observation and analysis
Measurement of key parameters in the current process
IS 788 13.1 15
Note the different cases identified in the course of measurement.
This is critical – the assumption of uniform claims cases would make meaningful analysis impossible.
* Best case* Worst case* Average
IS 788 13.1 16
File these with Harmon’s ‘patterns’(from Ch. 10). Analysis heuristicsto focus attention on specific common process issues.
IS 788 13.1 19
Then, the implementation
Note that El Sawy is a a bit “old school” – heavy on analysis and design, but lacking any emphasis on change management.
In fact El Sawy, Ch. 6 ends without a mention of change management or even implementation. (The simulation says its good, so . . . )
IS 788 13.1 20
A good way to end any project; summarize all the positive results: Partner Impact Report (1)
Benefits to process actors, both “hard” – quantative and “soft” – qualatative Customer
Shorter cycle time One-stop shopping (no need for multiple
estimates) Agent
No phone calls from glass shops Elimination of denials Better customer perceptions