Process Modelling and analysis

Proposing a Higher Education Reference Model

• Enterprises are complicated and complex

• Everyone has a different view / perspective / window / frame / ref point

• We need something to talk at – a constant

• People

• Committees

• Events

• Locations

• Data

• Procedures

• Teaching

• Systems

• Initiatives

• Risk

• Projects

• Easy wins

• Regulations

• Rules

• Courses

• Research

• Stakeholders

• Hot Spots

• Strengths Weaknesses

• Disciplines

• Goals

• Roles

• Pain Points

• Strategy

Organisational Overlays

Organisation Who

Location Where

Rules, Controls, Strategy Why

Events When

Things (assets, programs, subjects, …) What

Process How

Organisational Constants

Dimensions of analysis

A B C D E F G H

1

2 *

3 *

4 * * *

5 *

6 *

7 *

8

9 *

These orgs do these processes

These are common processes done by many orgs

ORGANISATION

PROCESS

A B C D E F G H

1

2 *

3 *

4 * * *

5 *

6 *

7 *

8

9 *

This goal impacts on these processes

These processes do nothing towards goal

GOALS

PROCESS

A B C D E F G H

1

2 *

3 *

4 * * *

5 *

6 *

7 *

8

9 *

This process needs this data

These processes need same data

Data collected noone cares about

DATA

PROCESS

A B C D E F G H

1

2 *

3 *

4 * * *

5 *

6 *

7 *

8

9 *

The same processes uses diff systems

This system can do these processes

This process is not supported by a system

SYSTEMS

PROCESS

A B C D E F G H

1

2 *

3 *

4 * * *

5 *

6 *

7 *

8

9 *

This goal impacts on these orgs

These orgs are working on these goals

A B C D E F G H A B C D E F G H

1 1

2 * 2 *

3 * 3 *

4 * * * 4 * * *

5 * 5 *

6 * 6 *

7 * 7 *

8 8

9 * 9 *

These orgs use the same data This goal has no data about it

This data is important to X orgs This data is impacted by these goals

A B C D E F G H A B C D E F G H A B C D E F G H

1 1 1

2 * 2 * 2 *

3 * 3 * 3 *

4 * * * 4 * * * 4 * * *

5 * 5 * 5 *

6 * 6 * 6 *

7 * 7 * 7 *

8 8 8

9 * 9 * 9 *

This org has these systems This system helps with X goals These systems use the same piece of data

These orgs have no systems These goals impact on these systems

These systems are used by This goal has no system

GOALS

ORGANISATION

DATA

ORGANISATION

DATA

GOALS

SYSTEMS

DATA

SYSTEMS

ORGANISATION

SYSTEMS

GOALS

• People

• Committees

• Events

• Locations

• Data

• Procedures

• Systems

• Initiatives

• Risk

• Projects

• Easy wins

• Key Dates

• Regulations

• Working Parties

• Rules

• Stakeholders

• Hot Spots

• Strengths

• Weaknesses

• Goals

• Roles

• Pain Points

• Strategy

• Inductions

PROCESS

Process Links

The CSU Process Model

Org. unit Process Model

Developing organisation unit Process models

provides a vehicle for analysis of the enabling

processes owned by the unit:

Operational divisions typically describe a

generic set of core processes:

1. Support Customer

2. Provide and Maintain Infrastructure and

Services

3. Provide Strategy and Advice

Service processes e.g., in this example, the Employee Lifecycle+

Overlay: Organisation

Develop

SolutionsBuild Services

Maintain &

Improve

Services

(Change,

Release,

Config)

Maintain

Relationships

Core 2: Provide & Maintain Infrastructure & Services

Retire /

Replace

Models

Core 3: Provide Advice & Strategy

Determine

Requirements

Understand

the Enterprise

& Technology

Current

Future

Develop

Models,

Standards &

Information

Provide Advice,

Strategy &

Education

Optimise

Models &

Advice

Research Ideas

& Determine

Requirements

Core 1: Support Users

Retire /

Replace

Services

Manage

Requests

Manage

Incidents &

Problems

Provide

Service Desk

Understand

Services &

Infrastructure

Ord

(3)

Approve

RFC

(minor)

(2)

Obtain

Stakeholder

Endorsement

(1)

Submit

Request for

Change (RFC)

Change

Representativ

e

(9)

Implement

Change

Change

Approvers

Change

Manager

Change

Advisory

Board

Change

Implementers

(4)

Approve RFC

(major &

medium)

(5)

Build & Test

Change

Change

Authorisers

Change Management Process Workflow – Minor, Medium & Major Changes

(6)

Obtain

Authorisation

to Implement

(8)

OK & Schedule

Implementation

(minor)

(7)

OK & Schedule

Implementation

(major &

medium)

(10)

Seek

Approval to

Close

(11)

Review &

Close

(minor)

(12)

Review &

Close

(major &

medium)

Overlay: Procedures

0

1

2

3

4

Median Health Score

(across all T&L Processes)

0=Healthy, 4=Unwell

Process

Understanding

Effectiveness Efficiency Information

Infrastructure /

Systems Support

Consistency Compliance Uni Outcome Faculty Outcome

Assessment Criteria

Drive Process Health checks

Issue Impact Improvementopportunity

Recruitment paper based Vulnerable to humanerror and dissatisfied candidates

Implement e-Recruitment

Differing timing,

documentation, requirements

associated with CSU versus

external accreditation. There

is a different process for

every course which results in

duplication of workload.

The number of professional

bodies that Faculty of Health

Studies deals with makes

this a significant problem &

cost

Synchronise wherever

possible the CSU and

external review processes.

Key players are Faculties,

Senate and Secretariat.

Overlay: Systems

Overlay – ICT Investment

Project bids ‘06

Approved projects ’06

Approved projects ’08

Opportunities

• New approaches to risk management, continuous improvement and review

• Refining organisational structures

• Drawing attention to the ‘main game’

• Conveying complexity

• Communicating in a common language

• Establishing a Strategic Application Plan

• Portfolio Management

• Eliminating duplication

• Creating opportunities for real enterprise wide change

Diversity…sure !

A HE Reference model

University Process Model

Stakeholder context model

Stakeholder Model & the Reference model

Used in conjunction with the Reference Model ask:

• What processes are involved in these interactions?

• How well are these interactions fulfilled ?

• Who is a stakeholder in this process ?

• Who should be involved in analysis, reform and renewal efforts ?

Time spent drafting, reviewing, and gaining consensus on a high level process model for the organisation is time well spent.

It provides the basis for communicating the business ofthe institute to a wide audience and supports wide ranging applications, some examples being businessprocess management, applications portfolio management, business continuity, induction, and decision making on investment in strategic and tactical initiatives with or without an ICT component.