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Process Management

Process Management. Klemens Hans Larissa, September 20th, 20 1 2. Overview – Introduction and organisational issues. Introduction Objectives of the Course Working forms , Cyclic Learning Approach Organisational rules Module: schedule. Introduction: Person, Representing Company.

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Process Management

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  1. Process Management Klemens HansLarissa, September 20th, 2012

  2. Overview– Introductionand organisational issues • Introduction • ObjectivesoftheCourse • Working forms, Cyclic Learning Approach • Organisational rules • Module: schedule

  3. Introduction: Person, Representing Company • Consultant and Trainer of Roland Gareis Consulting GmbH Vienna/Bucharest, process-, project- & programmemanagement, businessanalysisandchangemanagement (national and international) • Externallecturerat WU Wien - Vienna University of Economics and Business and University of Applied Sciencesbfi Vienna • 2005 – 2010: Project manageratixxalp GmbH anddiemoberbauer GmbH (sportevents) • Studiedbusinessadministrationat WU Wien – Vienna University of Economics andBusiness

  4. ObjectivesoftheCourse • Learning about the most important process management methods • Implementation of process management methods on real training organizations • Reflection, discussion, feedback as important working forms

  5. Working Forms • Inputs, examples • Group works • „Training on real life situations“ • Discussion • Reflection, Feedback

  6. Application AdditionalInformation Information Cyclic Learning Approach Discussion

  7. Organisational Rules • Being on time, agreements regarding breaks • Active participation • English language in the plenary • Anytime: questions for clarification • Accepting co-responsibility for the „learning success“

  8. Schedule • 09.30 – 12.30: Macro-process management • Definitions: Process, project, processmanagement • Process identification, map of processes • Process management standards • 12.30 – 13.00: Student‘spresentationof university, department, projects (WU, Austrian TEAM) • 13.00 – 14.00: Lunch break • 14.00 – 17.00: Micro-process management • Process boundaries • Process break-down structure, process flow chart, process responsibility chart • Processcontrollingandprocessoptimizing • Process-orientedcompany

  9. Content • Processes, Projects • Process Management: Objectives, Tasks • Macro-Process Management: Identification of Processes • Process Management Standards • Micro-Process Management: Methods • Micro-Process Management:Responsibility Chart • ProcessRatios (KPIs) andProcessControlling • ProcessOptimizing (byconsideringSustainable Development Principles)

  10. Processes, Projects

  11. Process: Definition End Start A sequence of tasks with defined objectives and a defined start and end event; fulfilled by several roles of one or more organizations.

  12. IT Company: Process Map Clients - ProposalPrepar-ation ContractPerfor-mance Contract to Reference - - Lead to Opportu-nity Contact to Lead Pre-Sales PrimaryProcesses Abwiclung B A Service legung bwicklung Auftrags Auftrags Service ngebots Business Develop- ment PartnerDevelop-ment Product Develop-ment Campaignto Lead ServiceDevelop-ment PR Secondary Processes Markt - PR Werbung Project &Programme Manage- ment Project Portfolio Manage- ment Change Manage- ment Manage- ment Meeting Strategic Manage-ment ProcessManage-ment Assignment of a Project Tertiary Processes

  13. OrganizationsforProcesses

  14. IT Company: Project Types Clients - ProposalPrepar-ation ContractPerfor-mance Contract to Reference - - Lead to Opportu-nity Contact to Lead Pre-Sales PrimaryProcesses Abwiclung B A Service legung bwicklung Auftrags Auftrags Service ngebots Business Develop- ment PartnerDevelop-ment Product Develop-ment Campaignto Lead ServiceDevelop-ment PR Secondary Processes Markt - PR Werbung Project &Programme Manage- ment Project Portfolio Manage- ment Change Manage- ment Manage- ment Meeting Strategic Manage-ment ProcessManage-ment Assignment of a Project Tertiary Processes

  15. Project? • A temporary organization • for the performance of a relatively unique process of medium to large scope and short or medium duration

  16. Project Definition of an IT Company

  17. Group Work: Process, Project, … • Objectives • Reflecting the terms and models introduced • Relating the terms and models to the own experiences • Tasks • Discussing the terms process, project, etc. • Identifying commonalities and differences to the own practices • Working Form • Small discussion groups: 10` • Documentation: notes • Plenary: Discussion

  18. Process Management: Objectives, Tasks

  19. Process Management: Objectives and Tasks • Objectives • Processes as management objects of consideration • Process maps and process descriptions as communication instruments • Increase of the efficiency in the performance of the processes • Contribution to organisational learning • Basis for individual learning • Basis for the definition of qualification profiles of the personnel • Tasks • Macro-process management • Micro-process management • Stableprocesses versus dynamicorganizationstructures

  20. Macro & Micro-ProcessManagement Annual Planning of Seminars Organizing a Seminar

  21. Model: Identity of a Social System • Structures of the system • Objectives, strategies • Services, products • Technologies • Organizational structures • Organization culture • Personnel structure • Infrastructure • Budget, financing • Context relations • Context of the system • Objectives of the higher social system • Stakeholders • History and future Context Structures Social Environment Environment relationship Social Environment

  22. Plenary: Selection of Organizations for Case Studies • Objectives • Selection of organizations (companies, divisons, profit centers), which provide case studies • Selection criteria: Real, accepted, information available, use for process management only (developing a process map, describing one process), different • Contribution to the learning process (as „learning vehicles“) • Process • Listing of potential organizations • Forming groups

  23. GW: Description oftheOrganization • Objective • Description of the selected organization • Providing a basis for the identification of processes • Tasks • Description of the organization according to the identity model (see checklist) • Objectives, strategies; services, products, etc. • Working Form • Group work: 30` • Documentation on flip charts • Assign a moderator

  24. Description:Services, Products, Technologies • Services theorganizationprovides • …. • Revenue in 2011 • Products oftheorganization • …. • Revenue in 2011 • Technologies

  25. Description: Organization, Personnel, Infrastructure • Organizationalstructures • Organizationchart • Roles • Processes • Personnel • Numberofpeopleemployed • Infrastructure • Locations • Head office • IT infrastructure (specialsoftwareapplications)

  26. Description: Context • Historyoftheorganization • Established in: … • Major transformations: …. • Expectationsaboutthefuture • … • Stakeholders • Markets (Industries, countries) • Partners • Competitors • ….

  27. Roleofthe Moderator • Objectives • Contributing to a successful group work • Organizational position • Special role in the group as moderator • But also a group member contributing to the contents work • Tasks • Redefining the objectives of the group work • Assuring that the objectives of the group work are fulfilled • Watching the time and the progress • Assuring that all group members are involved in the group work • Allowing, promoting different opinions, but then finding a consensus • Documenting the results of the group work

  28. Macro-Process Management: IdentificationofProcesses

  29. Value Chain Model (Porter)

  30. RGC: Process Map Clients Salesin-house service Performance ofevent, lecture, analysis-WS Salesseminar, educationalprogramme, coaching Salesproduct Performance ofseminar, educationalprogramme, coaching Performance ofresearch Performance ofin-house service Primary processes Procuring material Management service, product Management organisation Management personnel Management infrastructure Management finances Management stakeholderrelationships Marketing / PR Secondary processes Management ofsustainabledevelopment Strategic management Operational management RGC, profitcenter, costcenter, expert pool Processmanagement Project andprogrammemanagement Projectportfoliomanagement Change management Knowledge management Tertiary processes

  31. Performing a Seminar, an Educational Program, Coaching Performing Performing Performing Performing an open Seminar an Educational Program Seminar/Program Coaching in-house Performing an Event, a Lecture Performing event Performing Performing happy projects a Symposium a Lecture Processes per Process Group

  32. StructuringProcessMaps • Structuring according to competences • Core, support and management processes • Based on lean management concept: Focussing on core competences • Core competence: hard to copy, creating an USP • Support processes can be outsourced • Structuring according to customer orientation • Primary, secondary and tertiary processes

  33. Benefits of the Process Map • Communication instrument, internally and externally • Instrument to communicate the identity of an organization • A stable instrument; does not change even when the organizational structures are changing

  34. ProcessIdentification: Tipps, Tricks • Definition of relevant objectstobeconsidered • Primary processes: Services (typesofservices), products, for different markets • Secondaryprocesses: Personnel (typesofpersonnel); IT ( IT hardware, IT software); etc. • Analyzinglifecylesforeachobject • E.g. Personnel: Hiring, developing, coachingandleading, laying off • E.g. IT software: Demand definition, developingandimplementing, usingandmaintaining, abandoning • See lifecyclemodels • Secondaryandtertiaryprocesses • Similarfor different companies • Identity isbased on primaryprocesses

  35. Stage Gate Modell (Cooper) Idea screen Second screen Go to develop Got to test Go to launch Post launchreview Idea stage Stage 5 Stage 4 Gate 5 Stage 2 Stage 3 Gate 2 Gate 4 Stage 1 Gate 1 Gate 3 Discovery Scoping Business Case Development Testing Launch Driving a newproducttothemarket

  36. Toll Gate Modell: Oil and Gas Industry

  37. Process Identification: Tipps, Tricks II • Don`t stop at the department boundaries. Assure a holistic process perception! • Consider required go/no-decisions for the definition of the start and the end event of the processes • Differentiate by considered objects • One or several objects of consideration, e.g. process for one seminar or for several seminars • Labeling processes • Not only name of the object (service, product, etc.), but also function • Similar names of processes and departments • Number of processes: If too many, build process groups

  38. Chain of Processes: Different Objects of Consideration Administrating an Invoice Analysis of Monthly Invoices

  39. Group Work: IdentificationofProcesses • Objectives • Application of the method „process map“ • Tasks • Identification of primary processes, definition of groups of processes • Identification of a few secondary and tertiary processes (as examples) • Development of a process map • Working Form • Forming working groups • Group work: 30´; moderator, documentation on flip charts • Some coaching by KH • Plenary: Reflecting the results and the approach

  40. Process Management Standards

  41. Process Management Standards • Standards for macro-process management • Methods: Map of processes, process portfolio, list of process managers, etc. • Templates • Standards for micro-process management • Methods: Process break-down structure, flow chart, process ratios, etc. • Templates • SW tools for visualizing and modelling processes • Integration of the process documentations in a management manual

  42. Geschäfts- leitung Vertrieb Produktion Sachbearbeiter Produktions- Vertrieb planer Organisation Structure Vertriebs- abwicklung Vertriebsdaten Auftrags- bestätigung Auftragsdaten Kunden- auftrag Auftrags- eingegangen verfolgung Kundendaten Auftragsdaten Auftrags- Sachbearbeiter bestätigung Vertrieb Data Process Tasks Auftrags- bestätigung erstellt Modelling a Process (e.g. with ARIS)

  43. ProcessMap ADONIS

  44. Process Break-down ADONIS

  45. Flow Chart ADONIS

  46. ProcessOrganization ADONIS

  47. Visualizing a Process(e.g. Visio)

  48. Micro-Process Management: Methods

  49. Micro-Process Management: Methods • Definition oftheprocessboundaries • Process break-down structure • Processflowchart • Processresponsibilitychart • Processratios (keyperformanceindicators)

  50. Definition ofProcessBoundaries • Start, end, duration • Objectives, non-objectives • Results • Plus • Pre-process, performedbeforetheprocessunderconsideration • Post-process, performed after theprocessofconsideration

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