Change process management pdf

Workers increased. The decision was made to automate the process. A single process running in a BPM environment would do most of the work and communicate with the newer legacy system where all data would be maintained. More system administrators were required, but less workers and support staff when the automated system went live. This is an illustrative example of what might happen. Our once-manual rating meth- ods are more consistent and we were able to re-deploy 30 percent of our staff to other areas of the business.

To understand how automation is achieved, we must first consider the terms being used by the vendors of BPM software, and examine how people do their work. Business Processes Management Terms This section defines and highlights the relationships between terms. Figure 3. Neural Network Real or virtual devices, inspired by neural structures, in which several interconnected elements process information simultaneously, adapting and learning from past patterns Orchestration Automated processes are triggered events or started at predefined times.

Orchestration is used to describe the tightly or loosely coupled mechanism which coordinates this across the enterprise or in a particular layer Pattern Recognition The basis of all recognition voice, handwriting, face etc. Patterns are identified in streams of data and matched against those on record or learned and recognized by neural nets. Process Flow The detailed flow of a business activity, e.

Business Activity Monitoring Monitoring the business activities of individuals and groups Service Oriented Architecture An architecture in which applications are exposed as sets of services Web Service A software system designed to support interoperable machine-to-machine interaction over a network. It has an interface described in a machine- processable format specifically WSDL. Other systems interact with the Web service in a manner prescribed by its description using SOAP- messages, typically conveyed using HTTP with an XML serialization in conjunction with other Web-related standards Enterprise Application It is difficult to automate without some form of enterprise wide integration.

To be processed in a timely manner, the workflow must be contained within a transaction, and the transaction requires messaging across a network of people to function. Messaging The means of coordinating the transactions Network The medium through which the messages move Table 2. The work stack We are not software structures We work concurrently. We collaborate, sharing unstructured and structured information.

We do not always follow the predefined logic, often doing things differently or in a different order to those around us. Software, on the other hand, is a sequence of hard coded steps based on Boolean logic. We have traditionally programmed our processes into our software, each one at a time, which is why our costs are high, and changes difficult.

BPM software attempts to enable changes in process to keep track with changes in the business environment. This is the fundamental difference between process software and all other software. We have shifted a level of abstraction above program, to process. In doing so, writing software becomes a process configuration exercise, more uniform, and easier to rework. Thus, BPM attempts to remove software production from the critical path of business change, while reducing costs.

BPM Products To truly replicate the roles people have in business, an automation tool must be a master of the top 5 layers of the work stack in table 2. Whether it also provides all of the nuances of other programming languages depends upon the product, its intended uses and its maturity.

A BPM product is a programming tool created to model and run business processes. This can be overlooked in the analyst as programmer approach to process automation. Modern programming languages provide much more than the basic constructs. A reasonable list might be sequence, conditional branching, structured loops, con- current threads, inter-thread communication and synchronization, instance initialization, manipulation of variables and data types, throwing and catching ex- ceptions, waiting on a lock and resuming afterwards, testing a predicate on several fields, logical and math operations, subprogram calls, and assigning and freeing up storage, software and hardware resources.

Two industry bodies support BPM. Some vendors use BPML in their products, but it is far from universal. The so-called pure play vendors are under pressure from products reaching in from established operators in the related fields of document management, enterprise applica- tion integration EAI , and from ERP leaders.

Many vendors claim to be the leader in the field, but this is confused by a number of factors, including exactly how the market is defined, and without anyone publishing the indicators by which they claim to lead. BPM offerings are part programming language, part operating environment and part per- son replacement.

Despite the array of advanced technologies available, those that employ No. The leaders have products based on workflow, rules engines and process flow. Some automation products use Java or a bespoke language to create their process flows. Others use graphical techniques or flowcharts so that analysts can model rather than having coders code.

There are two major features to a BPM product: the design time, and the run time environ- ments. A mechanism for viewing the activity of the engine must be available for monitoring and support. Workflow management, depending upon its sophistication, allows managers to view the current and historic load on any worker, and reassign work from one worker to another. Dependencies A BPM solution is usually dependent on external systems for integration with legacy sys- tems and access security. Comparing and Selecting a BPM product To compare BPM products is an extremely difficult task due to unfamiliarity with the me- dium, the vendors, and the wealth of products all appearing to do the same thing.

It is rarely as simple as removing the people whose work has been replaced by machine. The list above is a simplified set of questions. Automation Oriented Architecture Two goals of BPM are to do the work that people normally do, and to enable the rapid change of business processes in an agile environment.

The enterprise architecture must facilitate these goals. In this section, we look at an enterprise architecture designed to support BPM, under the name Automation Oriented Architecture.

It is a layered construct with three areas of con- cern, where each area is the focus of a different field of expertise. AOA - The big picture The 11 layers of AOA Business focused AOA - Automation, business processes and business services In the business layers, the workers, supervisors and business analysts are concerned with the services the business provides, and how those services are delivered by proc- esses and workflows.

The analyst further defines this into how the flow might be automated and orchestrated. Automation Here sits the automaton human, software or both running through a defined business process. When developing automation functions, it is important from a business point of view to focus on the benefits derived e.

There is a great temptation when creating automation solutions to re-engineer the busi- ness processes at the same time. A full re-engineering effort followed by automation will result in statements like "if we knew that beforehand, we wouldn't have re-engineered it that way. In this context, processing comprises workflow, work procedures, business rules, data defi- nitions and presentation of information to workers and their supervisors.

Business Service Services are the core activities of the business. They are the corporate raison d'etre, and held as tasks and processes on paper, in software, and in the hive mind. The business leaders and BPM champions will focus on the business services to identify what will be automated and when, and what the likely benefits will be.

Development focused AOA - Integration, software services, applications and frame- works The role of development in automation solutions is to provide the environment in which the analyst can automate. Developers are not concerned with flows, user interfaces or business logic, but with providing interfaces between the automation software and the legacy or back office systems.

Integration An enterprise automating manual and paper based tasks will be relatively rare. In most cases, some form of integration to legacy systems is required. If integration is being built as part of the BPM project, it will prove challenging as both are complex undertakings.

I have a new order, rather than System X: I have a new order No. Internal integration allows an automator to work on a task regardless of where or how the data representing it is held. It covers some or all of the integration items listed above. External integration boils down to a four function subset of internal integration, providing addressing, authentication, translation and transformation.

Incoming message struc- tures rarely match the internal business representation. Transformation and translation services convert an external format into an internal format, and vice-versa.

Software services These are the services of Service Oriented Architecture. Each application is exposed to other applications as sets of services.

A service typically allows any application to read and write blocks of data and exposes applications' internal functions. Within the service, business rules may be applied to the data, which may, in turn, be supplied by another service.

Most services are of the form create, read, update, delete, search or read and lock any item of business relevance. For example, create sales order, delete customer or read report X12 are services. In a pure service oriented architecture, everything is a service. A service may be required to discover which services are to be used within a given process.

Imagine the following scenario: A new request for an insurance quote comes in. The vehicle is a Volvo FH A human operator might pull out a Volvo brochure, or look in some lists or on the internet to find out that this particular model is a 6x2 axled artic, and needs to be processed by the team at Leeds on the commercial vehicles system.

A taxonomy is a system of classification, and would classify the processing mechanism and computer system for each type of vehicle, and also the classification for each particu- lar model. Applications Applications are anything installed on desktops and servers such as analysis tools, financial systems, ERP systems, search engines, web servers, databases, email serv- ers etc.

To make use of these applications, they must be exposed to outside use. The most common form of exposure is through software services or web services. Other forms of exposure are published APIs or screen scraping for mainframe applications. Frameworks The frameworks provide shared services to applications. Reuse should occur at this low level, rather than expecting it to occur at the application level.

There are many frameworks available these days, providing abstractions and services to what lies beneath. Some come with purchased applications, other are.

Many internal software development teams have created their own frameworks. Each technology and piece of hardware utilised must be carefully monitored to maintain the flow. Also, explore our online courses Leadership Principles and Management Essentials to learn how you can take charge of your professional development and accelerate your career. Kelsey Miller Author Contributors. What is Change Management?

Organizational change can be either adaptive or transformational: Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time.

Hiring a new team member to address increased demand or implementing a new work-from-home policy to attract more qualified job applicants are both examples of adaptive changes.

Transformational changes are larger in scale and scope and often signify a dramatic and, occasionally sudden, departure from the status quo. Launching a new product or business division, or deciding to expand internationally, are examples of transformational change. Prepare the Organization for Change For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. Craft a Vision and Plan for Change Once the organization is ready to embrace change, managers must develop a thorough and realistic plan for bringing it about.

The plan should detail: Strategic goals: What goals does this change help the organization work toward? Key performance indicators: How will success be measured? What metrics need to be moved? Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation? Project scope: What discrete steps and actions will the project include? What falls outside of the project scope?

Implement the Changes After the plan has been created, all that remains is to follow the steps outlined within it to implement the required change. Embed Changes Within Company Culture and Practices Once the change initiative has been completed, change managers must prevent a reversion to the prior state or status quo.

Managing Change Effectively While no two change initiatives are the same, they typically follow a similar process. Some other tips for managing organizational change include asking yourself questions like: Do you understand the forces making change necessary?

Complexity theory is utilized in the paper as a loosely coupled framework of theories and perspectives that do not undertake that social or regular systems function in agreement with linearity Verzuh, There are several aspects need to consider for the change management process.

The unexpected change can impact the project dramatically which could even lead to project failure. Generally, change management involves with pre assumption of linear approach to organizational change which also associate with bundle of reducible and predictable steps enables project managers or high end executives to develop a new strategy to accomplish the goals and objectives.

Organizational are generally pre prepared for any changes and taken the safety measures and also developed strategy to reduce the impact of such changes.

Question 2: Baseline can be define as a condition or value from which all future measurements will be compared. Generally, baseline has set on time of schedule planning in order to compare it with the original activities.

There are also other baselines such as scope baseline and cost baseline which also used as similar for the scope and cost measurement. It is also defined as the base scope, schedule and cost. It also describes the whole project activities and.