Process Modeling and analysis Proposing a Higher Education Reference Model

Process Modeling

1. Process Modelling and
analysis
Proposing a Higher Education Reference
Model

2. •Enterprises are complicated and complex
•Everyone has a different view / perspective
/ window / frame / ref point
•We need something to talk at –a constant

3. •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

4. Organisation
Who
Location
Where
Rules, Controls, Strategy
Why
Events
When
Things (assets, programs, subjects, …)
What
Process
How
Organisational Constants

5. Dimensions of analysisABCDEFGH
1
2 *
3 *
4 ***
5 *
6 *
7 *
8
9 *
These orgs do these processes
These are common processes done by many orgs
ORGANISATION
PROCESS ABCDEFGH
1
2 *
3 *
4 ***
5 *
6 *
7 *
8
9 *
This goal impacts on these processes
These processes do nothing towards goal
GOALS
PROCESS ABCDEFGH
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 ABCDEFGH
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 ABCDEFGH
1
2 *
3 *
4 ***
5 *
6 *
7 *
8
9 *
This goal impacts on these orgs
These orgs are working on these goals
ABCDEFGH ABCDEFGH
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
ABCDEFGH ABCDEFGH ABCDEFGH
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

6. •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

7. The CSU Process Model

8. 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
+

9. Overlay: Organisation

10. Develop
Solutions
Build 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

11. 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 Improvement
opportunity
Recruitmentpaper based Vulnerable to human
error and dissatisfied
candidates
Implemente-Recruitment
Differing timing,
documentation,requirements
associatedwithCSUversus
externalaccreditation.There
isadifferentprocessfor
everycoursewhichresultsin
duplicationofworkload.
Thenumberofprofessional
bodiesthatFacultyofHealth
Studiesdealswithmakes
thisasignificantproblem&
cost
Synchronise wherever
possibletheCSU and
externalreviewprocesses.
KeyplayersareFaculties,
SenateandSecretariat.

12. Overlay: Systems

13. Overlay –ICT Investment
Project bids ‘06
Approved projects ’06
Approved projects ’08

14. 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

15. Diversity…sure !

16. A HE Reference model
University Process Model

17. Stakeholder context model

18. 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 ?

19. 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 of
the institute to a wide audience and supportswide
ranging applications, some examples being business
process management, applications portfolio
management, business continuity, induction, and
decision making on investment in strategicand tactical
initiatives with or without an ICT component.