People and Technology Development

Phase :
 Why ?
 What ?
 How ?
 Outputs
 Risks

People and Technology

Development Phase

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 Why ?
People Development Phase
At the end of the day, it is people that will make processes function
effectively and efficiently, no matter how much they are automated. If
you do not get the people ‘on board’ with the project and new
processes, then they will find a way to ensure that the processes either
do not work, or do not work efficiently

Technology Development Phase

To develop and implement an Automated BPM Solution that provide
sufficient flexibility to meet business changes and cater for the frequent
changes of the business processes

People and Technology Development Phase addresses different

aspects of the solution development, and they need to be
executed in parallel 2
 People Development
What ?
Processes Structure People
• Get the processes • Get the roles and • Only after the
efficient and effective structure right, or as processes and
and adding value to close to right as you structure steps have
the organization can, to support the been addressed and
strategy new processes implemented can you
evaluate their
performance

… if you put a good performance against a bad system, the system will win
almost every time
(Keen, 1997 : 65)

Even if the organization has their structure optimized, people are the ones
who execute the processes and make things happen. Without them, you have
nothing.
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Technology Development
What ?
Integration of internal systems (business apps)
Automation of business processes
Collaboration with external entities

Smith and Fingar, 2002

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How ?

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 Step 1 :
Communications

Keep people involved and informed

Expect the following questions:

• What is proposed?
• How will it be completed?
• How will it affect me?
• What input will I have into the outcomes?
• What if I do not like the outcomes?
• Will I keep my job with the new technology in place?
• What new skills will I need to adapt with the new technology?
• How will my job change with the new technology?

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 People Development – Step 2.1, 3.1, 4.1 :
People Strategy, Activity Definition, and Role Redesign

People Strategy
• Coordination with HR, Worker Union, Management to get approvals and buy-
in from the organization members

Activity Definition
• Based on the tasks created/re-designed during Improvement phase
• Activity is further broken-down into individual tasks performed by individual
roles within the organization

Role Redesign
• Grouping of activities into generic roles
• Maybe iterative process as feedback and discussions will affect the grouping
• After roles have been defined, role definitions can be produced :
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 People Development – Step 2.1, 3.1, 4.1 :
People Strategy, Activity Definition, and Role Redesign

RASCI model :
Responsible – Own the activity
Accountable – Approves the activity
Support – Can provide resources and information to support the activity
Consult – Has information required to complete the activity
Inform – Must be notified of the activity and its result, but need not be consulted
• Activity and role measurements Workgroup

• Generic Role description

• Generic description
• Performance measurements Role Role
Redesign Redesign
and and
definition definition

Activity Activity Activity

Definition Definition Definition

Individual Individual Individual Individual Individual Individual Individual Individual Individual

Task Task Task Task Task Task Task Task Task

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 People Development – Step 2.1, 3.1, 4.1 :
People Strategy, Activity Definition, and Role Redesign

RASCI model
 People Development – Step 5.1 :
Performance Management and Measurements
Start with a few measures and keep it simple, use Capacity Planning from Elaboration Phase as
reference so performance targets can be kept realistic

After roles and activities have been designed, set performance measures

Make sure people understand their roles and rationale behind performance measurements

Management needs to listen to process executors for suggestions for process improvements

It’s appropriate for management to say ‘no’ to suggestions, but make sure the people understand
why the answer is ‘no’

Use performance measurements as a means of coaching and enhancing performance, improving

the decision-making ability, of management and the people

“since people don’t do what you expect but what you inspect … you need to create a way
to measure results” 10
Louis Gerstner, 2002
 People Development – Step 5.1 :
Performance Management and Measurements

Pyramid of Performance Targets Sample throughput and service targets

(reproduced with the permission of MPM Group Pty Ltd, trading as TouchPoint Process Management Services)

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 People Development – Step 6.1 :
People Core Capability Gap Analysis

Update and Finalize People Capability Matrix

Analyze the Gap between current capability and expected

capability

The gap can be closed by training or providing on-the-job

coaching and providing sufficient time to allow for attitudes
and behavior changes

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 People Development – Step 6.1 :
People Core Capability Gap Analysis

Process Performance Report

(reproduced with the permission of MPM Group Pty Ltd, trading as TouchPoint Process Management Services)

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 People Development – Step 7.1 :
Organizational Structure

Organization Structure needs to ensure that :

• The proposed new structure is designed to support the organization strategy
and process goals;
• Process gaps between departments are minimized

The Organizational Chart should :

• Minimize departmental interfaces
• Maximize process effectiveness and efficiency
• Minimize the layers of management
• Most importantly, maximize clarity

There is no one right solution for an organization’s structure;

it will depend upon the requirements and circumstances of
each organization
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 Technology Development – Step 2.2 :
Business Process Orchestration
Adopt the selected standard and model the business process using
selected BPM Solution in Technology Foundation Phase
• BPMN (Business Process Modeling Notation)
• This is notation standard (i.e. a set of icons and graphics) for modeling business
processes
• XPDL
• This is a business process definition language that describes an entire process, and
can be used to integrate BPM components for process modeling, execution and
control
• BPEL (Business Process Execution Language)
• This is currently the main execution language that orchestrates business processes
using web services, and allows various BPM applications to be linked and
integrated

Develop/Configure BPM Solution Orchestration Components :

• Presentation Layer of the solution to the user
• Processing Layer containing manual and automated tasks
• Integration Layer to other systems and databases containing the data
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 Technology Development – Step 3.2 :
Integration with Business Applications
Refer to Service Registry, Canonical Data Model and Service Portfolio
from Technology Foundation Phase
• Externalize/Service Enable Business Application
• Build necessary data conversion and mapping routines to connect Business
Application Data with the Canonical Data Model
• Connect the externalized service into Enterprise Service Bus
• Integrate and establish Business Rules Framework
• Register the service with the Service Registry
• Invoke the service within the Business Process orchestration

SOA Governance
• Maintained and monitored Service Level Agreements from each Business
Application
• Service network and service dependencies
• Proper management of service registries

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 Technology Development – Step 4.2 :
Develop Presentation Layer of the Solution
Familiar UI – is it a view that end-users are familiar with, and does it
have a logical look and feel (i.e. is it similar to existing/other systems or
does it have a logical flow of the screens)?
Role centric UI – different types of users will have different needs and
ways of interacting with the systems (for example, employees,
controllers, managers, etc.)
Technology and framework – used when developing presentation layer,
e.g. Enterprise Portal, Web 2.0, MVC Framework
Breakdown development priorities using MoSCoW approach from DSDM
(Dynamic Systems Development Method)
• Must have
• Should have if at all possible
• Could have this if it does not affect anything else
• Won’t have (in this release), but would like to have it later

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 Technology Development – Step 5.2 :
Solution Testing
Unit test
• Verifies a particular activity or step of the automated BPM solution meets the requirements
established in the design specifications

Integration test
• Verifies a function or an aspect of the automated BPM solution meet the requirements established in
the design specifications

System test
• Verifies the automated BPM solution or its components meets the requirement established in the
functional and quality specifications

Functional Acceptance Test

• Simulates the operational environment to the greatest possible extent
• Verifies the automated BPM solution meets the functional and quality requirement as specified in the
functional requirements

User Acceptance Test (UAT)

• Verifies automated BPM solution meets the business requirements

Regression test
• Checks all part of the system still function correctly after the implementation or modification of an
automated BPM solution
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 Technology Development – Step 5.2 :
Solution Testing

Determine test objectives

Determine and write test strategy

Write a test plan

Write and keep various test cases for regression testing

Execute the testing

Review the test results and decide on how to proceed

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People and Technology Development – Step 8.1, 6.2 :
Develop Training
Training Analysis
• A training needs analysis
• A training media analysis
• A training material development
• Just-in-time training vehicles – it is no use training people well ahead of time and then having them
forget the lessons learned

How is the training to be delivered?

• By professional trainers?
• By trained ‘super’ users
• Via a pilot(s) training session

Who should be involved in developing the training?

• Project team?
• HR and training department?
• Process staff representatives (those who execute the processes)?
• Management?

What format should be used?

• Classroom?
• On-line computer-based self-study?
• On-the-job training?
• Paper-based self-study? 20
 Outputs
 Dissection and Amalgamation of new processes
into activities
 Redesigned role descriptions and goals
 Performance management and measures for
appropriate roles
 A plan and set of tasks to enable the organization
to ‘transform’ from where it currently is to where
it needs to be
 A new process-based organization structure

 A high-level overview of the solution

 Detailed business requirements
 Business Application Connectivity Documentation
 Service Portfolio
 Software Specification and Design
 Software Development and Configuration
 Software test scripts and results
 Integration test scripts and results
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 People Development – Risks
Risks
Lack of Communication
Judging performance
before process and
structural issues have been
addressed
Capacity Planning is not
complete
Performance targets are
not realistic, understaffed
People are not consulted
or engaged in performance
measurement
establishment
HR is not engaged
Mitigation Strategy
Communication falls into the responsibility of the project
manager, seek assistance from HR if necessary
Define process, new roles, understand and update people
capacity matrix, provide appropriate and targeted and
create performance measures and implement them
before evaluating people
Include it into project plan and convince stakeholders and
management of its importance
Refer to Capacity Planning for this information
Make sure to include people in establishing performance
measurement, otherwise they may refuse to accept the
changes and use them
HR must be engaged from the beginning. Allocate
responsibility to make sure of it, provide as much as
possible to HR of their required time involvement
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 Technology Development – Risks
Risks Mitigation Strategy
Developed solution does Ensure that the stakeholders are involved throughout the
not meet business project and that they fully understand all the decisions
requirement made and the consequences, and work on the basis of
the agreed process architecture and business case
Some application work, There may be failed interfaces or connectivity. Make sure
however, the overall all interfaces and interoperability are thoroughly tested
solution does not work
Testing finds too many Ensure that the requirements (functional and technical
errors design) are explicit and clear enough to be used as bases
for the development , as well as preparing the test script

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 Discussion
Student’s Workbook
page 10 - 11

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