Process Modeling and analysis Proposing a Higher Education Reference Model
- 1. Process Modelling and analysis Proposing a Higher Education Reference Model
- 2. • Enterprises are complicated and complex • Everyone has a different view / perspective / window / frame / ref point • We need something to talk at – a constant
- 3. • 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
- 4. Organisation Who Location Where Rules, Controls, Strategy Why Events When Things (assets, programs, subjects, …) What Process How Organisational Constants
- 5. 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 d 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
- 6. • 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
- 7. The CSU Process Model
- 8. 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 +
- 10. Develop Solutions Build 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
- 11. 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 Improvement opportunity Recruitment paper based Vulnerable to human error 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.
- 12. Overlay: Systems
- 13. Overlay – ICT Investment Project bids ‘06 Approved projects ’06 Approved projects ’08
- 14. 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
- 15. Diversity…sure !
- 16. A HE Reference model University Process Model
- 18. 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 ?
- 19. 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 of the institute to a wide audience and supports wide ranging applications, some examples being business process management, applications portfolio management, business continuity, induction, and decision making on investment in strategic and tactical initiatives with or without an ICT component.