Перезентація до вебінару "Як маленькі зміни в процесах можуть привести до великих успіхів?"

Чи замислювалися ви, як незначні корективи у щоденних операціях та процесах можуть стати каталізатором крутих успіхів? Як навіть невеликі оптимізації можуть призвести до значних результатів?

На вебінарі ви дізнавайтеся про:
📌 Основи процесного управління;
📌 Продуктову розробку vs. управління бізнес-процесами;
📌 Де шукати потенціал для покращення;
📌 Практичні інструменти та методи для виявлення та впровадження покращень;
📌 Як виміряти ефективність змін та переконатися, що вони дійсно працюють;
📌 Реальні кейси: як невеликі зміни трансформували бізнес на рівні продукту та всього enterprise.

Спікер:

Олександр Дем’янюк
Head of Product Engineering @ Intellias
Віце-президент з питань освіти та сертифікації в асоціації професіоналів із управління бізнес процесами @ АВРМР Україна

В минулому – керівник процесного офісу, керівник відділу процесного аналізу, процесний аналітик, бізнес-аналітик.
Працює в IT понад 14 років, половину з яких присвячені бізнес-аналізу та бізнес-процесам. Пройшов шлях від аналітика до керівника кількох продуктів в компанії.

Працював в аутсорсингових та аутстафінгових IT-компаніях.
Окрім управління процесами та бізнес аналізом, займався розробкою систем навчання та матриць компетенцій для бізнес-аналітиків та процесних аналітиків. Автор проекту глосарію з процесного управління. Проводить навчання та менторство для людей, які хочуть розпочати кар’єру в бізнес-аналізі та процесному управлінні.

Запис вебінару - https://youtu.be/XYaRKFtsiao

1. Howsmall Process Changes
can lead to Big Results

2. •WHAT: BPM vs Product development
•HOW: BPM toolset
•WHERE: Case studies
•WHEN: To start with BPM
Agenda

3. ●Background:FormerHeadofProcessOffice,Headof
ProcessAnalysisDepartment,ProcessAnalyst,andBusiness
Analyst.
●Withover14yearsofexperienceinIT,halfofwhichhave
beendedicatedtobusinessanalysisandbusinessprocesses.
Progressedfromananalysttoaproductleadmanaging
multipleproductswithinacompany.
●Hasbeeninvolvedindevelopingtrainingsystemsand
competencymatricesforbusinessanalystsandprocess
analysts.MentorforBAandBPA
●BoardMemberofABPMPUkraine.Authorofaprocess
managementglossaryproject.
Business Process Analyst with more than 14years of
experience
improve yourself CONTINUOUSLY
About
Head of Product Engineering @Intellias
Oleksandr Demyanyuk
see detailed info on LinkedIn

4. improve yourself CONTINUOUSLY
BPMCore References
BPM CBOK 4.0 OMG BPM Lean Institute

5. improve yourself CONTINUOUSLY
Business Process Management (BPM)

6. improve yourself CONTINUOUSLY
Process Maturity

7. improve yourself CONTINUOUSLY
PDCA as a CORE of BPM

8. Centerpiece role in BPM
Responsible for one or more E2E BP
How to implement:
-Functionally aligned (hello org.structure)
-Non-functionally aligned
(aka Product Owner)
Process Owner (PO)
E2E analysis and design of BP
Maintain process repository
Collaborate with PO
(aka Business Analyst)
Process Analyst (BPA)
Coordinate process performing
Control& Monitor process metrics
(aka Project Manager)
Process Manager (PM)
(another naming: process participants,
operational staff)
Day-to-day execution of BP
(aka End Users)
Process Practitioner
BPM Roles

9. improve yourself CONTINUOUSLY
BPM vs Product Development
Enterprise Level
Product Level
Commonalities:
-Focus on business / stakeholders need
-Cross-functional collaboration
-Rely on metrics
Key differences:
-*Revenue stream vs Operational efficiency
-Timeline
-Approaches / toolset
-Boundaries and Scope
BPM

10. BPM Toolset
Methodologies, techniques
& tools

11. High-level Overview
METHODOLOGIES
General:
BPR by M. Hammer (AS-IS -> TO-
BE state); Lean; Six Sigma; TQM;
TOC
Specific-based:
A-Spice; ITIL/COBIT;
SCOR/DCOR; eTOM;
TOGAF/Zachman etc.
TECHNIQUES
Modelling Notations (BPMN,
UML, EPC, IDEF)
Modelling approaches
(Value Chain, VSM, SIPOC)
Process analysis (Lean
Waste, Data Flow Analysis,
Activity-based costing)
Performance (KPI, Process
Controls, Benchmark)
TOOLS
Process modelling tools (Visio,
draw.io, Bizagi, lucidchart)
Workflow automation tools
(Apian, Camunda, Process
Maker, JIRA, RPA, MS Power
Automate)
Monitoring & reporting tools
(PBI, Tableau, Excel)
Process repositories
(Sharepoint/Cloud storages,
Signavio, Bizagi)

12. Key Stages in BPM
AS-IS state
➢Working group
➢Process and scope
➢Create model
➢Perform analysis
➢Validate& Prioritize results
05
02
04
01 03
TO-BE state
➢Working group
➢Process hierarchy
➢Scope modeling
➢DoD / AC
➢Metrics / Controls
Business/Organizational context
Metrics
Customer Interactions
Business Rules
Handoffs/Variations
Bottlenecks
Cost
Lean Waste analysis
RCA / Fishbone
Implementation
➢Working group
➢In hypothesis we trust
➢In quick wins we trust
Check results
➢Working group
➢It’s okay if not, step back
➢Confirm results
Adopt & Standardize
➢Knowledge transfer
➢Education / Trainings
➢Policies/standards are updates
➢Responsibilities are aligned

13. Case Studies
Enterprise > Product
levels

14. Case with Recruitment process
improve yourself CONTINUOUSLY
AS-IS TO-BE RESULTS
From 50 to 100 CVs are
received per day.
Recruitment team manually
reviews and allocates them
by Job Profile and verify if
candidate exists in
recruitment CRM
-Data flow centrelized
into one storage
-Script sort CVs by Job
profile and candidate
profile in DB
-Script compares CV
data with existing
records in recruitment
CRM and auto-fills
profile creation for new
CVs
Avoided team extension ->
cost reduction
Process analyst: O. Kostyrko

15. Case with Workforce management
improve yourself CONTINUOUSLY
AS-IS TO-BE RESULTS
Workforce team manually
match candidates per
opened positions
-Script analyze active
candidate’s profile
-Then analyze position
requirements
-Match candidate per
position
Avoided team extension ->
cost reduction
Process analyst: O. Kostyrko

16. Case with IT change management
improve yourself CONTINUOUSLY
AS-IS TO-BE RESULTS
Average LeadTime for IT
change is more than 4 mo.
-Categorize requests
according to criteria
(Easy Change
Requests)
-Setup target LeadTime
for Easy CR
-Control & Monitor
LeadTime
Av. LeadTime is reduced
from 4 mo. to <1mo.
Process analyst: O. Demyanyuk

17. Case with PI Planning
improve yourself CONTINUOUSLY
AS-IS TO-BE RESULTS
Q1 –PI planning in XLS,
meeting duration more then
8h
Q2 –PI Planning in JIRA
Cloud, meeting duration
more then 8h
24 Participants
-Establish Pre-planning
stage (priorities and
ordering are aligned
beforehand with
business, commitments
are set-up, planning is
enhanced)
Q3 PI Planning is reduced
x2 from 8 to 4 hours

18. Case with Bug Management (in-progress)
improve yourself CONTINUOUSLY
AS-IS TO-BE EXPECTED RESULTS
Bug management in IT
products doesn’t work
systematic and there is no
visability for stakeholders
Unresolved bugs since 2020
Over-communication between
L1 and L2
-Refine the workflow, status
definition and responsibility
-Establish clear SLA per
priority
-Assign accountability and
responsibilities for process
-Design controls in JIRA
-Establish the activities of
product documentation
Bug qualification is established
Bugs backlog is refined
SLA per bugs priority are met
Outdate documents are
depricated, documentation
backlog is defined and
prioritized
Over-communication is
minimized

19. improve yourself CONTINUOUSLY
Start with BPM
Check-list

20. ❑Does the NEED really exist?
❑Do we have Leadership / Management support?
❑Do we have an accountable personfor the process? (Process Owner)
❑Scope –Scope –Scope (avoid analysis paralysis)
❑Use minimal techniques and methodologies to gain max value
❑Never rely solely on interviews –people can be misleading ^)
❑Continuous improvement –never stop
❑Automate processes / workflows only when they are well-established
❑Don’t be afraid of mistakes, they make your team better
❑Benefits may be both quantitative and qualitative
❑Communication planning / Stakeholder management is required
❑Avoid information overload by not implementing too many changes at once
To start with BPM

21. Questions?
[email protected]
[phone]
www.e5.ua
E5ConsultingAndTraining
E5
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