Washington State liquor control board (LCB) - ipma

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Washington State liquor control board (LCB) - ipma
Business Process Management
(BPM)/Business Intelligence (BI)
Cayzen Technologies
Information Processing Management
Association (IPMA)
May, 2008
Agenda
• GMAP Planning
–
–
–
–
What Gets Measured Gets Done
Representing Business Health
Planning and Allocation
Pulling It Together
–
–
–
–
Communicate Vision, Mission and the Strategic Plan
Implement Planning with Process
Bring Technology to the Solution
Pulling It Together
• GMAP Execution
• GMAP Assessment
– Measure to Objectives
– Adjust the Process
– Pulling It Together
• Business Intelligence (BI)
GMAP Planning
”What Gets Measured Gets Done” – Tom Peters
• "Every state agency, program and employee must be accountable
for producing measurable results that matter to citizens. Holding
government responsible for results is just common sense.” –
Governor Christine Gregoire
• Good GMAP measures are high frequency measures that enable
effective day-to-day management.
•
You cannot implement Six Sigma unless you measure.
• A GMAP Forum is an opportunity to discuss the effectiveness of
agency performance against executive priorities and adjust policy if
necessary.
•
•
•
Focus is on execution efficiency and results not simply reporting.
“A good GMAP analysis provides an evidence-based explanation of what factors
influence reported results.” – GMAP Guidelines
A good GMAP action plan will “identify specific tasks to accomplish before the
next GMAP session, who will be accountable for them, and when they will be
done”. – GMAP Guidelines
GMAP Planning
Representing Business Health
• How do you represent how well you’re doing?
• What do people really want to know? What’s the short answer to how
well your agency, division or business unit is doing?
• How believable are you? – Just in case someone asks, ‘What are the
details?’.
• The easy part…
• Represent how well you’re doing as the health of your agency, division
or business unit.
• Health is a single number. A percent.
• Health is green, yellow or red depending on thresholds you set.
• Define what health means in terms of objectives measured as a
percent.
• Develop the algorithm to roll health pieces up into the whole.
• Find a way to measure what “can’t” be measured.
Health
• The hard part…
GMAP Planning
Planning and Allocation
• Agency
•
Vision and Mission
• In the context of State of Washington priorities
•
Strategic Plan
• “Deploying strategy is three times more difficult than developing strategy” – Malcolm
Baldrige Foundation
• What are the Key Performance Indicators (KPIs)?
•
Budget to Priorities
• Division
• Vision and Mission
• In the context of Agency priorities
• Strategic Plan
• Budget to Priorities
• Business Unit
• Do the same thing.
GMAP Planning
Pulling It Together. Like This…
• With Word, Excel, Visio, E-mail, the Intranet and…
• A lot of process?
GMAP Planning
… Or Like This…
• A MetaStorm ProVision Strategy Model
• Organization, Goal, Plan and Other Models Available
GMAP Execution
Communicate the Strategic Plan
• Make Sure Everyone Has an Understanding of the Complete
Process, the Big Picture.
– Vision, mission, strategy and values are simply statements of process
at the highest level of the organization.
– Encourage ownership of the whole process and require ownership of a
particular measure. Everyone must have ‘skin in the game’ – including
management.
– Everyone across the organization knows what they are responsible for
measuring and where that measure fits in the context of the
organization.
• Make Sure Everyone Understands What is Being Measured
and Why.
– A measure is a link in a chain.
• At Toyota any employee who finds a defect on the assembly line can stop the whole
assembly line.
– We measure to improve not to find guilt. – “Reward candor in
identifying and diagnosing performance barriers”, GMAP Principles
GMAP Execution
Implement Planning with Process
• Identify the Business Processes in the Vision, Mission and
Other High Level Statements.
– Management processes align operational and supporting processes
with the business and monitor results.
– Operational processes are what the business does.
– Supporting processes enable management and operational processes
by letting those processes focus on their core responsibilities.
– A business process has a beginning and an end and delivers something
of value to the organization or customer.
– A function is something that is done in the course of a business
process.
• An audit of financial statements is a function. Together with a report of findings and
other deliverables of value to the customer the audit becomes a business process.
• Is the Organization Doing Something Outside Its Mission?
– Why?
Health
• Find the Processes in the Next Level Down in the
Organization’s Process Hierarchy.
GMAP Execution
Bring Technology to the Solution
• Use Technology to Improve Service Delivery – Gregoire
Management Framework
– To Communicate.
• Show performance as close to real time as practical. – Dashboards
• Show performance across business units. – Dashboards
– To Measure – “It’s not enough just to set priorities” – Governor
Christine Gregoire
• Establish performance thresholds and notify the organization when performance
goals aren’t being met.
• Automate measures when possible but always measure. Decisions made with data
are more credible.
• Record measures over time. Measures provide the foundation for historical and
trending analysis.
– To Adjust.
• Storing the Measures Provides the Basis for Business Process
Accountability.
GMAP Execution
Pulling It Together. Like This…
• With Word, Excel, Visio, E-mail, the Intranet - maybe some
databases and…
• A lot of process?
GMAP Execution
… Or Like This…
• A MetaStorm ProVision Workflow Model
• Use Case, Operation and Other Models Available
GMAP Assessment
Measure to Objectives
• The Notion of Health is the Starting Point of Measure
• Create the Measures Behind Health to Accurately Represent
That Notion
Accountability
Governor’s
Priorities
GMAP Assessment
Adjust the Process
• Monitor Continuously
– Real time performance feedback enables real time performance
correction.
• Assess Often
– Compare results to other, similar processes inside and outside the
organization.
• Adjust When Necessary
– Make changes based on data.
GMAP Assessment
Pulling It Together. Like This…
• With PowerPoint, Excel, E-mail, the Intranet and…
• A lot of process?
GMAP Assessment
… Or Like This…
• Business Intelligence (BI) – Metrics GMAP requires
• MetaStorm ProVision as a Metadata Repository
Business Intelligence (BI)
• System of Record (SoR)
– One version of the ‘truth’. A single representation of something.
– A single system responsible for the accuracy of customer, account, or
other data about process ‘things’.
• Facts
– Statements of truth at a moment in time.
– Transactions.
• Typically Spells ‘D-a-t-a W-a-r-e-h-o-u-s-e’
– A facility for keeping track of what facts were true when and what
those facts were true about.
– A decision making tool for the organization.
– The foundation for accurate accounting of service quality, efficiency
and effectiveness.
Resources & References
Contact
Cayzen Technologies
http://www.cayzen.com/
Phone: 360-539-5295
Links
An Assessment Tool from the Baldrige National Quality Program
http://www.quality.nist.gov/PDF_files/ProgressAL.pdf
MetaStorm BPM and MetaStorm ProVision
http://www.metastorm.com/
State of Washington GMAP: Government Management, Accountability
and Performance
http://www.accountability.wa.gov/default.asp
Questions

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