IS 788 [Process] Change Management

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

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

Redesign as an iterative (as opposed to a waterfall) process IS 788 13.1

El Sawy, p. 139 Note that this methodology includes generating specifications for IS. Explicit identification of how business partners will be effected by the process change. IS 788 13.1

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

Several interesting analyses • In El Sawy but not in Harmon • A process SWOT • An analysis of the process environment IS 788 13.1

p. 95 – Poloma bank SWOT IS 788 13.1

p. 96, Poloma Bank Assessment of Work Environment IS 788 13.1

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

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

Process measures defined before implementation Performance specifications for the new process IS 788 13.1

Skeleton process with its 3 subprocesses IS 788 13.1

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

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

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

File these with Harmon’s ‘patterns’ (from Ch. 10). Analysis heuristics to focus attention on specific common process issues. IS 788 13.1

From problem identification to process improvement! IS 788 13.1

Then simulate the TO-BE process. IS 788 13.1

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

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 IS 788 13.1

Partner Impact Report (2) • Zyco • Elimination of phone calls from glass shops to verify coverage • Elimination of denials • Added capacity • Cost savings = 149K/yr • Reduced fraud possibility • Glass Shop • No need to call insurance co/agent and wait • Better customer service • Less financial exposure IS 788 13.1

IS 788 [Process] Change Management