BPM Journeys: Changing Drivers

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BPM JourneysChanging Drivers Changing Lanes
Craig Westbury Australian Bureau of
Statistics 5th International Conference on
Business Process Management 2007
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Our Agenda

• About the ABS
• The Process Problem
• Early Process Work
• Changing Lanes
• New Strategies
• Current Challenges
• Heading Out

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The ABS Mission

• We assist and encourage informed decision making,
  research and discussion within governments and
  the community, by leading a high quality,
  objective and responsive national statistical
  service.

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What the ABS does

• Australia's Official National Statistical Agency,
  governed by Census Statistics Act
• 300 titles published each year with multiple
  outputs, most available free onhttp//www.abs.gov
  .au/

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How we do it

• 3,000 Knowledge Workers
• 700 Field Officers
• 30,000 Census Collectors
• Policy Units
• Business Units
• Functional Units
• Corporate / Technology Support

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The Process Problem (then)?

• Statistical capabilities are reasonably unique
  and developed over a long period
• Custom applications developed by each Business
  unit for their own processes
• Significant number of stand-alone work-flow
  applications on Domino platform
• Difficulty generalising facilities

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Early Process Work

• Pre 2000
• High cost in adapting generalised facilities to
  individual areas
• Process portal build to manage collection cycles
  and meta-data
• Attempts to integrate Domino work-flow
  applications
• Program commenced to change organisation and
  technology

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BPM Business Drivers

• Business Statistics Innovation Program (BSIP)?
• Major change to the process of producing Economic
  Statistics
• Organisational and responsibility changes,
  including a consolidated Data Collection Centre
• Development of shared technologies
• End-to-end process improvement

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ABS Process Architecture
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ABS BPMS

• BPMS developed in-house using
• Domino messaging and applications
• Open standards based, XML and SOAP
• Process Mapping tool using a subset of BPMN
• Process Assistant to run Business Processes
• Work-flow Engine to run Automated Processes
• Event / Subscriber model
• Web Services / SOAP nodes

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Systems Architecture
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Early Successes

• BSIP organisational change
• Efficiency in shared functional areas
• Ability to apply generalised facilities
• Non-statistical processes piloted
• New starter process
• BPMS
• Good implementation of BPM technology

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The Process Problem (now)?

• BSIP focussed at execution level
• Gaps between processes not integrated
• Many similar processes, not one process
• Technical implementation not delivering
  improvements to the changing needs of all
  business areas
• Business Units have developed similar processes,
  rather than many instances of one process

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Changing Lanes

• Getting the value for Business Processes involves
  more than just efficiency and automation
• To achieve with BPM across the ABS we required a
  more strategic approach to Business Process
  Management

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Supporting our work

• Process Renewal Group
• www.processrenewal.com
• Roger Burlton
• rburlton_at_processrenewal.com

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The Methodology
Continuously Improve
Rollout Nurture
Develop Capabilities
BP Governance Program Project
Management Opportunity Cost Resource
Commitment Gating Checkpoints Quality
Assurance Risk / Reward
Renew the Process
Understand the Process
Human Change Management Awareness Perceptions Und
erstanding Motivation Communications Commitments

Define Process Project
Architect and Align
Understand the Enterprise
Operational Stage
Strategy Stages
Design Stages
Implement Stages
Source Process Renewal Group, 2007
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ProcessModelling
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Developing Capabilities

• Business Process Management capabilities
• Organisation
• Rules
• Technology
• Facilities
• Human Competency
• Motivation

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Process Challenges

• Formalising the framework
• Developing knowledge base, process guides,
  expectations of results
• Developing Business Process Expertise
• Development of a Community of Practice
• Relationship with the other roles required to
  develop requirements and deliver services
• Next generation of BPM Suite Tools
• Currently evaluating the BPMS market

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Process Challenges

• Integration with and development of other ABS
  Professional Practice
• Change in the culture for developing applications
• Strengthen Project Management
• Engaging with the organisation
• How to make BPM a consistently applied Management
  Professional Practice

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The end ... or another beginning?
Craig Westbury Assistant Director
BPM craig.westbury_at_abs.gov.au 08 8237 7520