Process Modelling and
analysis
Proposing a Higher Education Reference
Model
• Enterprises are complicated and complex
• Everyone has a different view / perspective
/ window / frame / ref point
• We need something to talk at – a constant
Organisational Overlays
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People
Committees
Events
Locations
Data
Procedures
Teaching
Systems
Initiatives
Risk
Projects
Easy wins
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Regulations
Rules
Courses
Research
Stakeholders
Hot Spots
Strengths Weaknesses
Disciplines
Goals
Roles
Pain Points
Strategy
Organisational Constants
Organisation
Who
Location
Where
Rules, Controls, Strategy
Why
Events
When
Things
(assets, programs, subjects, …)
Process
What
How
Dimensions of analysis
GOALS
A B C D E F G H
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This process needs this data
These processes need same data
Data collected noone cares about
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DATA
A B C D E F G H
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These orgs use the same data
This data is important to X orgs
This goal has no data about it
This data is impacted by these goals
SYSTEMS
A B C D E F G H
SYSTEMS
A B C D E F G H
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The same processes uses diff systems
This system can do these processes
This process is not supported by a system
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SYSTEMS
A B C D E F G H
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DATA
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ORGANISATION
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PROCESS
PROCESS
SYSTEMS
A B C D E F G H
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DATA
A B C D E F G H
ORGANISATION
These orgs do these processes
These are common processes done by many orgs
DATA
A B C D E F G H
*
This goal impacts on these orgs
These orgs are working on these goals
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This goal impacts on these processes
These processes do nothing towards goal
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9
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GOALS
*
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GOALS
A B C D E F G H
GOALS
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ORGANISATION
1
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PROCESS
PROCESS
ORGANISATION
A B C D E F G H
This org has these systems
This system helps with X goals
These orgs have no systems
These goals impact on these systems
These systems are used by
This goal has no system
1
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These systems use the same piece of d
Process Links
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People
Committees
Events
Locations
Data
Procedures
Systems
Initiatives
Risk
Projects
Easy wins
Key Dates
PROCESS
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Regulations
Working Parties
Rules
Stakeholders
Hot Spots
Strengths
Weaknesses
Goals
Roles
Pain Points
Strategy
Inductions
The CSU Process Model
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
Overlay: Organisation
Overlay: Procedures
Core 1: Support Users
Understand
Services &
Infrastructure
Provide
Service Desk
Manage
Requests
Manage
Incidents &
Problems
Core 2: Provide & Maintain Infrastructure & Services
Determine
Requirements
Develop
Solutions
Build Services
Maintain &
Improve
Services
(Change,
Release,
Config)
Retire /
Replace
Services
Optimise
Models &
Advice
Retire /
Replace
Models
Maintain
Relationships
Understand
the Enterprise
& Technology
Current
Core 3: Provide Advice & Strategy
Future
Develop
Models,
Standards &
Information
Research Ideas
& Determine
Requirements
Provide Advice,
Strategy &
Education
Change Management Process Workflow – Minor, Medium & Major Changes
(1)
Change
Representativ
e
Ord
Submit
Request for
Change (RFC)
Change
Approvers
Obtain
Stakeholder
Endorsement
(10)
Seek
Approval to
Close
(2)
Change
Manager
Change
Advisory
Board
(3)
Approve
RFC
(minor)
(4)
Approve RFC
(major &
medium)
(8)
(11)
OK & Schedule
Implementation
(minor)
Review &
Close
(minor)
(7)
(12)
OK & Schedule
Implementation
(major &
medium)
Review &
Close
(major &
medium)
(5)
(9)
Change
Implementers
Build & Test
Change
Implement
Change
Change
Authorisers
Obtain
Authorisation
to Implement
(6)
Drive Process Health checks
4
3
Median Health Score
(across all T&L Processes)
2
0=Healthy, 4=Unwell
1
0
Process
Understanding
Effectiveness
Efficiency
Information
Infrastructure /
Systems Support
Consistency
Compliance
Uni Outcome
Faculty Outcome
Assessment Criteria
Issue
Impact
Improvement
opportunity
Recruitment paper based
Vulnerable to human
error and dissatisfied
candidates
Implement e-Recruitment
Differing
timing,
documentation, requirements
associated with CSU versus
external accreditation. There
is a different process for
every course which results in
duplication of workload.
The number of professional
bodies that Faculty of Health
Studies deals with makes
this a significant problem &
cost
Synchronise
wherever
possible the CSU and
external review processes.
Key players are Faculties,
Senate and Secretariat.
Overlay: Systems
Overlay – ICT Investment
Project bids ‘06
Approved projects ’06
Approved projects ’08
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
Diversity…sure !
A HE Reference model
University Process Model
Stakeholder context model
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 ?
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 supports wide
ranging applications, some examples being business
process management, applications portfolio
management, business continuity, induction, and
decision making on investment in strategic and tactical
initiatives with or without an ICT component.