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Business Process Management (BPM) Initiative in the
Department of Defence (DOD)
Colonel J.H. van der ColffSSO Business Process Management
Directorate Integrated Management Systems (DIMS)Defence Policy, Strategy and Planning Division (DPSP)
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Aim
To provide a broad outline of the Business Process Management (BPM) initiative in the DOD to the DPSA Consultative Workshop members.
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Ministry of Defence
Secretary for Defence Chief SA National Defence Force
Defence Policy, Strategyand Planning Division
Defence Strategy and Planning
Performance Monitoring and Evaluation
Risk Management
Integrated Management Systems
Chief DirectorateStrategic Management
Business ProcessManagement
Organisation StructureDesign Management
PerformanceManagement
Directorate Integrated Management Systems (DIMS) Orientation
Focu
s A
reas
:
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Scope
• Mandate, Vision and Mission of the DOD.
• Democratic Oversight.
• DOD Macro Organisation Design.
• Orientation to Enterprise and Business Architecture.
• Process Representation.
• Proposed DOD High Level Value Chain.
• DOD Business Processes.
• Lessons Learned.
• Questions / Comments.
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• Mandate: The DOD derives its Mandate from the Constitution, the Defence Act, the White Paper on Defence and the Defence Review.
• Vision: Effective defence for a democratic South Africa.
• Mission: To provide, manage, prepare and employ defence capabilities commensurate with the needs of South Africa, as regulated by the Constitution, national legislation and parliamentary and executive direction.
Mandate, Vision and Mission
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• The President is the Commander-in-Chief and appoints the military command of the South African National Defence Force (SANDF).
• Command of the SANDF must be exercised in accordance with the directions issued by the Cabinet member (our Minister) responsible for defence, under the authority of the President.
• Parliament to ensure civil control over the military.
The Constitution of the Republic of South Africa, 1996 (Act no 108 of 1996), Section 201 and 202
Democratic Oversight
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Democratic Oversight (Cont.)
Executive (Cabinet)
- President- Ministers
Legislative (for oversight of functions and finances)- ParliamentaryCommittee on Defence
- SCOPA*- etc
National Security Council(Crisis Management)
Inter-Departmental Committees- Ministers Level- DG Level- Official Level
Secretary for Defence Chief of the South African National Defence Force
Council on Defence
Clusters
ICTS*
JCPS*
G&A*
Social
Economic
Minister of Defence
* SCOPA = Standing Committee on Public Accounting* ICTS = International Cooperation, Trade and Security* JCPS = Justice, Crime Prevention and Security* G&A = Governance and Administration
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MinisterL0
L1
L2
L3
L4
Sec Def C SANDF
DOD Services and Divisions
Formations / Commands
DOD Macro Organisation Design
Units
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Military policy and doctrinedirect management and
administration of the SANDF;employment of the SANDF
Defence policy, plans,civil control and departmental
oversight
Sec Def System C SANDF System
The above systems are discrete (distinct) but complementary(forming parts of a whole)
Processes focuson Direction
Processes focuson Execution
DOD Macro Organisation Design (Cont.)
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Typical Process Components and Organisational Relationships
SAAF ArmyJ Ops
SAMHS Navy
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Strategic Issue(From Parys Resolutions 2004 and Formalised in Planning
Instruction 16/04)
“To align Core and Support Processes with PFMA Imperatives:… the DOD’s core and support processes are not sufficiently developed and integrated, nor have they been aligned, harmonised and implemented (institutionalised) to give effect to the organisational strategies and the regulatory framework”…
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The IEAS has three major aims:• Knowledge sharing,• Collaborative working, and• Decision support.
Business Process Management (BPM) supported by an Integrated Enterprise
Architecture Solution (IEAS)
Direction of the DOD
Processes not alignedIntervention
Aligned processes
IEAS
Business Process Management
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BPM Definition
• Business Process Management (BPM) is the understanding, designing, executing and optimisation of enterprise-wide business operations that incorporate strategy, processes, people and systems.
(Gartner Group)
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Deliverable:BPM CapabilityPlans (Sustainment,ETD, Implementation)
Deliverable:Policy Framework
Deliverable:BA Framework
Deliverable:Established BPMCapability
Deliverable:Well Defined andImplementedBusiness Processes* BPM strategy
* DODD* DODI* JDP
* Business architectureframework
* Business architecturemeta-models
* Business architectureartifacts
* BPM changemanagement plan
* BPM communicationsplan
* BPM implementationand sustainmentplan
* BPM ETD plan
* Identified BPM postprofiles
* Established BPMorganisation structure
* Trained BPMpersonnel
* Established BPMICT systems
* Institutionalised BPM* Aligned business
processes
Participants:CPP, DIMS, GITO, DICTServices and Divisions
Participants:CPP, DIMS, GITO, DICT
Participants:CPP, DIMS, GITO, DICT
Participants:CPP, DIMS, GITO, DICT
M&RS
Participants:CPP, DIMS, Services
and Divisions
Deliverable date:2005 - 2006
Deliverable date:2006 - 2008
Deliverable date:2007 - ongoing
STAGE 1Develop BPM System
STAGE 2Establish Capability
STAGE 3Utilise and
Sustain Capability
Original High-Level Project Roll-out Schedule with Deliverables
Enterprise Architecture (EA) Orientation
Enterprise Architecture
BusinessArchitecture
domain
InformationArchitecture
domain
ApplicationArchitecture
domain
TechnologyArchitecture
domain
SecurityArchitecture
domain
Repository
Enterprise Architecture (EA) Orientation (Cont.)
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Traditional Organisations
•• Functional capability is grouped in the organisation as indepeFunctional capability is grouped in the organisation as independent silosndent silos(strive for independence in silos; duplication therefore follo(strive for independence in silos; duplication therefore follows, cows, co--operationoperationis based upon formal power).is based upon formal power).
•• Information flow is typically vertical and one direction only.Information flow is typically vertical and one direction only.•• Structures focus on functional capability.Structures focus on functional capability.•• Business concepts based on functional performance.Business concepts based on functional performance.•• Each silo networks on own contacts.Each silo networks on own contacts.
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Future Organisations
•• Modern organisations are characterised by their process orientaModern organisations are characterised by their process orientation tion --•• Low focus on structures.Low focus on structures.•• People empowered by the dynamics of the business performance.People empowered by the dynamics of the business performance.•• Networking is focused on the required process performance.Networking is focused on the required process performance.
•• Focus is on business process competency Focus is on business process competency -- not functional capability only. not functional capability only. •• The steering forces that stem from the understanding of strategThe steering forces that stem from the understanding of strategic intentic intentdrives the business concepts.drives the business concepts.
The DOD acquired an IEAS called MooD from the Salamander Organisation in the United Kingdom, which consists of a framework, methodology, toolset and repository.
IEAS is software application that is aimed at managing Enterprise Architecture (EA) in a defence environment / organisation (holistic approach solution).
The idea is that the business process architecture and the information, communication and technology (ICT)architecture should be integrated to enable the development of ICT systems that directly support business processes.
An Integrated Enterprise Architecture Solution (IEAS)
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US FEAF (1999)
DODAF (2003)
ISO/IEC 14252
MODAF (2004)
NATO AF (2004)
EAP (1992)
TOGAF (2002)
TOGAF (1995)
US FEAF (2003)
C4ISR (1999)
JTA
TAFIM TRM
Zachman (1987)
Zachman (2003)
1985 1990 1995 2000 2005
E2AF (2003)
Defence
Commercial
Gov
EA Framework EvolutionIDEA
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Integrated Defence Enterprise Architecture (IDEA) Framework
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Integrated Defence Enterprise Architecture (IDEA) Framework (Cont.)
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Integrated Defence Enterprise Architecture (IDEA) Framework (Cont.)
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ValueChain
Organisational Processes
Activities
Tasks
Consist of
Consist of
Consist of
Process Representation
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Process Representation (Cont.)ValueChain
Organisational Processes
Activities
Tasks
Consist of
Consist of
Consist of
Input
Mechanism
Control
Output
Laws, Policies & ProceduresGuidelines & ConditionsRules & RegulationsQuality StandardsSpecifications
InformationMaterialEquipment
PersonnelFacilitiesEquipmentSystemsMaterial
InformationMaterialEquipment
Activity
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Process Representation (Cont.)OV-1a High Level Operational
Concept Graphic
Dictionary
Strategy
Framework -Regulatory
Information -Business
Technology -ICT
Activity
Structure -Organisational
Capability
Stakeholder
Business Enterprise Architecture
enforces standard terminology
prescribes
Dictates / mandatesgoverns / mandates
produces utilises
executesenables determines
is realised byis configured
with
Products & Servicesuse
supply
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EnablerBlue
GoAgile
AIOWin
Visio
UndocumentedProcesses
IDEADIMS
Database
IDEASAMHS
Database
IDEASA ArmyDatabase
IDEACMIS
Database
IDEAOther
Database
IDEAConsolidationDevelopment
Database
QualityAssureprocess
IDEADOD
Database
IDEA DOD published
processes on Intranet
Interactive IDEA DOD processes
published on Intranet
Process Representation (Cont.)
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Proposed DOD High Level Value Chain
Direct RSA Defence(Governance Process)
Provide RSA Defence(Core Process)
Enable Defence Resources(Enabling Process)
Defence andprotection of theRSA, its territorialintegrity and itspeople
ProvideDODPolicy
Provide Defence Resources
Prepare DefenceCapabilities
Employ Defence Capabilities
Sustain DefenceCapabilities
Provide SupportServices
Dispose / RetireDefence Resources
ProvideDOD
Strategy
ProvideDODPlan
Manageand
Control
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DOD Business ProcessesEnvironmental
Analysis
Changes to Policy
Changes to Strategy
Changes to Plan
Performance Monitoring and Evaluation
Executionof Plans
Government POA
Other Info
Departmental / Military Policy
Division, Service or Resource Policy
Formation Policy
Unit Policy Departmental Strategy
Military Strategy
Force Employment Strategy
Service / Division Strategy
Support StrategyDepartmental Strategic Plan
Service / Divisional Plan
Formation /Group System / Fleet Plan
Unit Plan
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Environmental Analysis
Changes to Policy
Changes to Strategy
Changes to Plan
Performance Monitoring and Control
Executionof Plans
Government POA
Other Info
Departmental / Military Policy
Division, Service or Resource Policy
Formation Policy
Unit Policy
Force Employment Strategy
Service / Division Strategy
Support Strategy
Service / Divisional Plan
Formation / Group System / Fleet Plan
Unit Plan
Departmental Strategy
Military Strategy
Departmental Strategic Plan
Direct RSA Defence(Governance Process)
Provide RSA Defence(Core Process)
Enable Defence Resources(Enabling Process)
Defence andprotection of theRSA, its territorialintegrity and itspeople
ProvideDODPolicy
Provide Defence Resources
Prepare DefenceCapabilities
Employ Defence Capabilities
Sustain DefenceCapabilities
Provide SupportServices
Dispose / RetireDefence Resources
ProvideDOD
Strategy
ProvideDODPlan
Manageand
Control
DOD Business Processes (Cont.)
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Environmental Analysis
Changes to Policy
Changes to Strategy
Changes to Plan
Performance Monitoring and Control
Executionof Plans
Government POA
Other Info
Departmental / Military Policy
Division, Service or Resource Policy
Formation Policy
Unit Policy Departmental Strategy
Military Strategy
Support Strategy
Departmental Strategic Plan
Service / Divisional Plan
Force Employment Strategy
Service / Division Strategy
Formation / Group System/ Fleet Plan
Direct RSA Defence(Governance Process)
Provide RSA Defence(Core Process)
Enable Defence Resources(Enabling Process)
Defence andprotection of theRSA, its territorialintegrity and itspeople
ProvideDODPolicy
Provide Defence Resources
Prepare DefenceCapabilities
Employ Defence Capabilities
Sustain DefenceCapabilities
Provide SupportServices
Dispose / RetireDefence Resources
ProvideDOD
Strategy
ProvideDODPlan
Manageand
Control
DOD Business Processes (Cont.)
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Environmental Analysis
Changes to Policy
Changes to Strategy
Changes to Plan
Performance Monitoring and Control
Executionof Plans
Government POA
Other Info
Departmental / Military Policy
Division, Service or Resource Policy
Formation Policy
Unit PolicyDepartmental Strategy
Military Strategy
Force Employment Strategy
Service / Division Strategy
Departmental Strategic Plan
Service / Divisional Plan
Support Strategy
Formation / Group System/ Fleet Plan
Direct RSA Defence(Governance Process)
Provide RSA Defence(Core Process)
Enable Defence Resources(Enabling Process)
Defence andprotection of theRSA, its territorialintegrity and itspeople
ProvideDODPolicy
Provide Defence Resources
Prepare DefenceCapabilities
Employ Defence Capabilities
Sustain DefenceCapabilities
Provide SupportServices
Dispose / RetireDefence Resources
ProvideDOD
Strategy
ProvideDODPlan
Manageand
Control
DOD Business Processes (Cont.)
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• Very important to obtain commitment and buy-in of top management and other stakeholders, at all levels.
• A champion for a BPM initiative to be appointed preferably on the level of Director General of a Department.
• Business to drive the BPM initiative and not ICT.• To have a BPM strategy to direct the specific Department to
ensure the optimal management and utilisation of business processes in order that their strategic objectives can be achieved effectively, efficiently and economically.
• As soon as possible to put a BPM policy into place for your department.
• To have a dedicated Directorate / Section to drive / execute the BPM initiative (centrally / nodal point) with specialist Business Architects.
Lessons Learned
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• To establish an Enterprise Architecture Board to coordinate the integration of all types of architectures.
• The appointment of a Chief Architect in the specific Department to give guidance.
• To establish a BPM Board to direct and approve the development and implementation of business processes in such that it meets the needs of the specific Department and delivers the espoused benefits.
• The appointment and empowerment of process managers and participants through the BPM Board.
• BPM must be integrated with the specific Department’sstrategy and policy framework.
• Business processes must be designed to deliver on thespecific Department’s strategic objectives.
Lessons Learned (Cont.)
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• The specific Department’s organisational design must enable business process execution.
• The specific Department’s resources must be deployedbased on the value they add to business process performance.
• The specific Department’s business process measurement must be integrated with their performance measurement system.
• To establish an in-house BPM training capability as continuous BPM training is vital.
• BPM must be practised continuously.• The influence of external national initiatives such as IFMS
may influence BPM initiatives.• Important that the correct toolset and repository are chosen.
Lessons Learned (Cont.)
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• We derived four main components for a BPM initiative:• Framework - TOGAF, MODAF, Zachman etc plus
variations of these;• Method - Business Process Management;• Repository - Container to house architecture / process
information to enable Retrieval, Reuse, Integration;• Toolset - ICT system / application.
• Very important to ensure credible and in-time ICT support for toolset, repository, data, networks, work stations, licenses, etc.
• Start with projects such as restructuring initiatives where the value of BPM can be realised / quick wins obtained.
• The organisational maturity level of the specific Department may have a negative impact on the implementation of BPM.
Lessons Learned (Cont.)
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Questions / Comments