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Organization Modeling Overview

Organization Modeling Overview. Dr. Denice D. Withrow, ISC mwmpremierconsulting@comcast.net May 20, 2013. Cleveland Chapter Presentation. The Next Sixty Minutes . Differs from Enterprise Analysis Components of Organizational Modeling Top-down then bottom-up Right people at the table

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Organization Modeling Overview

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  1. Organization Modeling Overview Dr. Denice D. Withrow, ISC mwmpremierconsulting@comcast.net May 20, 2013 Cleveland Chapter Presentation

  2. The Next Sixty Minutes • Differs from Enterprise Analysis • Components of Organizational Modeling • Top-down then bottom-up • Right people at the table • Choosing the correct tools • Centralized repository

  3. There is a Difference • Enterprise Analysis is the breaking apart of an enterprise. This includes looking at the people, processes, and technology aspects of the enterprise to better understand it and to recommend changes and improvements • Organizational Modeling is used to describe the roles, responsibilities, and reporting structures that exist within and organization and to align those structures with the organization's goals

  4. Enterprise Analysis Tasks

  5. Let’s Describe Org Modeling • Describes how the organization is structured • Defines the scope of each respective business unit • Helps identify employee knowledge and common skill sets • Unites employees with a common purpose or goal Description 9.19.2

  6. Why do modeling? • Understand the roles each person plays • Understand the responsibilities of role player • Understand the reporting structure • Why do we do it? • Align those structures with the goal of the organization • Provides end-to-end accountability for a business process* *Purpose 9.19.1

  7. Functions • Encourage shared skills and expertise • Standardize processes • What is the benefit? • Bolster consistency in work efforts • Remove duplication of work efforts • Create cohesiveness within work functions Elements 9.19.3.1

  8. Market Orientation • How can we group our models? • Top-Down or Bottom-Up • Customer groups • Geographical area • Project types • Process types • Format that best serves the business model and furthers strategic goals* Elements 9.19.3.1

  9. Management Reporting Matrix • What process model types do managers need? • Product – supply chain • Service – end-to-end • Project – people and technology • Functional area – people, technology, and process • Format that best serves the business model and strategic goals* Elements 9.19.3.1

  10. Roles • What creates a solid role-based organization model? • Based on skills • Based on knowledge • Based on responsibilities • Type of work performed • Interdepartmental relationships • People, process, and technology Elements 9.19.3.2

  11. Interfaces (not system interfaces) • Face-to-face understanding* • Common work products shared between business units • Formal and informal defined work products • Flexible agreements for work product content *Elements 9.19.3.3

  12. Organization Charts • Organizational Units • Lines of Reporting • How we use org charts • Advantages • helps coordinate work efforts between groups • Disadvantages • cumbersome during organizational design • Informal lines of authority Elements 9.19.3.4

  13. How do we put it together? • Understand the Project Management Framework and Change Management Framework • DMAIC or DAIC • Define – project initiation; business plan, new initiation request, project charter and funding request • Measure – define and create requirements • Analyze – create technical architecture details • Improve – component integration, system, and user acceptance testing efforts • Control – role it out for business as usual, warranty

  14. How do we put it together? • Have the right people at the table • Top-down then Bottom-up • Management has a mile-high view • Advantages • Management identifies organizational goals • Understand policies and procedures • Disadvantages • Management may not know the rules • Informal lines of reporting

  15. How do we put it together? • Use streamlined process modeling – Six Sigma • Remove the unnecessary and inefficient steps in the “AS-IS” model • Make recommendations that better serve the “TO-BE” model • Obtain approval for each model • Ensure models are successfully linked together • Ensure models are properly saved in the correct repository

  16. Popular BPM Modeling Tools

  17. How do we put it together? • Use a tool that your platform supports

  18. How do we put it together? • Use a tool that your platform supports (cont.)

  19. ARIS Express

  20. ARIS Express

  21. ARIS Express

  22. ARIS Express

  23. ARIS Express

  24. ARIS Express vs. ARIS

  25. What does all of this mean? • Process Intelligence - solution makes it possible to define process objectives to facilitate measurement, monitoring, analysis, and optimization of live business processes in real time.

  26. Recap • Understand the framework • Understand the tools you are working with or make valid recommendations to upgrade • Get the right people to the table • Start at the top • Develop root level processes • Obtain approvals • Bundle and store final flows correctly

  27. Questions and Comments ?

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