Competency Modeling for Business Process Review

We ask, point and create knowledge of transformative performance.
johnmacasio@gmail.com
Agency Based E-Services Management
Competency Modeling Workshop

 E-Governance is the public sector’s use of
information and communication technologies
with the aim of improving information and
service delivery, encouraging citizen
participation in the decision-making process
and making government more accountable,
transparent and effective. (UNESCO)

Continual performance improvement in e-governance
begins with owning the alignment mindset to
synchronize strategy to process, process to capabilities,
and capabilities to metrics.
Competency modeling on e-governance is about
participated elicitation, analysis, agreement and
creation of fitted knowledge, skills and technology in
doing the definition and modeling of strategic value,
business process, enabling technologies, people
capability and result metrics in order to plan well the
do-ability of promised performance outcomes for the
stakeholders and customers.

Elicit Analyze Model Agree Apply
We ask, point and create knowledge of transformative performance

We ask, point and create knowledge of transformative performance
 Identify and link the mandate, strategy, organization
and competencies to the underlying business process
of achieving the mission, vision and goals of
performance
 Define, draw, analyze and model clearly the critical
processes of the defined function to achieve the
expected conditions and outcomes.
 Create the shared business process indicators of
quality, effectiveness, efficiency, accountability and
security.
 Identify clearly the enablers and competency to
support the planning, implementation and evaluation
of business process continual improvement.

Competency Modeling: Doing Business Process Review johnmacasio@gmail.com
 Business Process Management Framework
 Performance, Process Capability Alignment Model
 Business Process Management Level
 Business Process Management Scope and Life Cycle
 Business Process Review Methodology
 Business Process Review – Needs and Objectives
 Business Process Descriptor
 Business Process Review Essential Questions
 Process Definition-Modeling-Analysis

PRESENTATI
ON &
WORKSHOP
SESSION
TIME
BUSINESS PROCESS MANAGEMENT
FRAMEWORK & METHODOLOGY
BUSINESS PROCESS DEFINITION, MODELING AND
ANALYSIS FOR PERFORMANCE CONTINUAL
IMPROVEMENT
DAY 1 DAY 2 DAY 3 DAY 4 DAY 5
8:30 -10:00 Business Process
Management -Essential
Questions and
Competency
Requirements
The Business Process
Desriptors and
Business Process
Classification
Essential Business
Processing Modeling
Tools and Software
Essentials of Process
Mapping –
Visualization and
Notation
Effectiveness and
Efficiency Assessment
of Process Model
10:30 – 12:00 Agency Performance
Scorecard and Business
Process Continual
Improvement
Agency Motivation
Model and Business
Process Continual
Improvement
Business Process
Mandate, Principles,
Vision and Goals
The Basic Use and
Procedure of Process
Swim Lane in Process
Mapping
Competency Need
Evaluation of Process
Model
1:30 – 3:00 Framework Formulation
of Agency Service
Strategy through Business
Process Continual
Improvement
Business Process
Management
Organizational Model
Process High Level
Definition:
Supplier-Input-
Process-Output-
Customer
Doing Process
Mapping with
Process Swim Lane
Policy and
Regulation
Requirements for
Process Continual
Improvement
3:30 – 5:00 Alignment Framework of
Business Process and
Agency Capabilities
(Organization,
Infrastructure, HR, ICT,
etc.)
Scope and Life Cycle of
Business Process
Management
Process High Level
Definition:
Requirements-
Validation-Verification
Doing Process
Analysis with Process
Swim Lane
ICT Integration in
Business Process
Improvement

 Business Process Review Requirement
 Business Process Review Work Plan
 Business Process Review Output Document

W. Edwards Deming
 If you cannot describe what you are doing as a
process, you do not know what you are doing.
Anonymous
 If you cannot simply draw it, you do not
understand it well enough.
Peter F. Drucker
 What is measured improves. If you cannot
measure it, you cannot improve it.

Bill Gates
 The first rule of any technology used in a
business is that automation applied to an
efficient operation will magnify the efficiency.
The second is that automation applied to an
inefficient operation will magnify the
inefficiency.

Business Process Management Framework johnmacasio@gmail.com
Agency
Performance
Scorecard
Intention &
Strategy
Policy &
Rules
BUSINESS
PROCESS
Organization
Structure
Support
Infrastructure
Human
Capital
Enabling
Technologies
(Based on Buriton BPM Hexagon)

Intention &
Strategy
• Purpose
• Stakeholders
• Process
Organization
Structure
• Formal
• Roles &
Responsibilities
• Incentives
Policy & Rules
• Regulation
• Policies
• Business Rules

Support
Infrastructure
•Facilities
•Equipment
•Location
Human
Capital
•Competency
•Capacity
•Motivation
Enabling
Technologies
•Software
Services
•Application
•Data Stores

Enabler
Leadership
People
Strategy
Partnership
Products
Services
Processes
Result
Stakeholder
Customer
Society
(EFQM Model)

If we succeed , which mandated
results do we have to realize…
VALUE CREATION
To achieve our vision of value,
how must we be experienced by
the customers?
CUSTOMER EXPERIENCE
To satisfy the requirements of
effectiveness, efficiency and
accountability of the mission, which
processes must we excel at?
OPERATIONAL EXCELLENCE
To achieve our performance goals,
what lesson to apply and
competency to improve?
FUTURE ORIENTATION
AGENCY PERFORMANCE STRATEGY
(Based on Kaplan Norton and Associates BSC Model)

-Republics Acts
-Executive Orders
-Implementing Rules
and Regulation
-Policies
-Agreements
Mandate
Sources
-Citizen Results
-Society Results
-Government Results
-Stakeholders Results
Mandate
Results

-Governance
-Management
-Product
-Services
Performance
Portfolio
-Quality
-Effectiveness
-Efficiency
-Accountability
-Transparency
-Participation
Customer
Experience

-Function
-Outcomes
Key
Result
Area -Purpose
-Enabler
-Location
-Process Map
-input-Data Sources
-Tasks – Procedures and Rules
-Output- Information
Costumer
-Validation & Verification
Core
Processes

-Process
-Data
-Application
-Technology
-Governance
-Management
-Portfolio
Performance
Goals -Leadership
-Management
-Technical
-Soft Skills
-Certification
Competency
Requirements

Enterprise
Level
Business
Process Level
Implementation Level
Performance Strategy
Enterprise Architecture
BPM Metrics
BPM Alignment
BPM Governance
Process Design
Process Improvement
BPM Projects
Process Documentation
Job Design
Training Development
Knowledge Management
BPM Software
E-Services Solution
Database Development
(Based on Bptrend Associates BPM Pyramid)

Develop and support agency-wide
business process architecture aligned to
the enterprise performance strategy.
Provide business process management
governance and metrics
Define, design implement and
continuously improve specific business
process of defined function. Perform
documentation for continual process
review.
Strengthen the role of ICT and human
resource management to develop
e-services and soft skills to execute the
business process requirements
Enterprise Level
Business Process Level
Implementation Level
(Based on Bptrend Associates BPM Pyramid)

Visioning and Goal Setting
Modeling
Improvement
Definition
Controlling Optimization
Analysis
Re-engineer

IDENTIFICATION
MODELING
(AS-IS)
ANALYSIS
IMPROVEMENT
(TO-BE)
IMPLEMENT
EXECUTION
(TO-DO)
MONITORING
CONTROL
Becker, Kugeler, & Rosemann

PROCESS LIFE CYCLE OBJECTIVES METHODS
Process Identification Identify process priority/
Stakeholders
Define process goals/metrics
Stakeholders Goals/Objectives
Matrix
Process SWOT
Process Modeling Document the process requirement
Establish shared understanding of
“as-is”
Identify shortcomings
As-Is Process Visualization &
Notation
SIPOC and Process Mapping
Responsibility Matrix
Process Analysis Discover Process objectives,
accountability, constraints, risk, cost,
value
SWOT Analysis
Scenario & Stakeholder Analysis
Effectiveness, efficiency,
accountability, Control and
compliance Analysis
Process Improvement Define improved process
within agreed constraints and
expectations
Minimize the risk
Introduce process Innovation
Reference Model Review
To-Be Process Model Visualization
Process Mapping
Responsibility Matrix
Process Implementation Embed improved process
Change Management
Business Process Improvement
Project Plan
Process Execution Capture process enhancements Automation
Process Monitoring/Control Supervise & review process
Map process capability
Process flow audit
Service level agreements

Business Process Review Methodology johnmacasio@gmail.com
The business process review for agency continual improvement is a means
to ensure the clarity, purposiveness and fitness of the enablers that support
the desired effectiveness, efficiency and accountability in the delivery and
support of agency service strategy and outcomes
The continual improvement in the performance of an agency requires the
fitted alignment of business processes to the agreed service strategy and
goals. It means clear definition, design and analysis of process models, and
the assurance of appropriate mandate, organization, competency and
technology to support the objectives of performance processes.
The business process review requires the essential knowledge, skills and
attitudes to address common questions and methodology of process
definition, modeling, analysis, execution and evaluation.
There is the need for standard-based thinking tools to enable the agency to
properly elicit, elaborate, analyze, agree and document the effective,
efficient and accountable alignment between the agency business processes
and to its intention, organization and enabling competencies.

Elicit, analyze and agree on the knowledge,
skills and behavioral requirements of
business process management
Define. map and analyze clearly the critical
processes of defined performance
requirement.
Define the agency performance scorecard
and the underlying organization, process
and competencies that are linked together
to achieve the mission, vision and outcomes
of performance.
Specify the matrix of accountability,
responsibility, expert and work to insure
the effective, efficient and accountable
execution of process critical to the delivery
of the agency’s major final output.
Demonstrate the use of business process
management tools to capture, store,
visualize, analyze and communicate
business process data and generate
information for solution and decision
Create the assessment guidance to perform
the validation and verification of process
quality compliance and value creation.

Business Process Review Methodology
A group within the
ICT Department
A group within the
Corporate Planning
Department
A group reporting
directly to a C-Level
Executive
A Virtual or Federated
Function of BPM
Subject Matter Experts
Business Process
Support Group
(Jim Boots)

•Simple, clear, definitive,
accountable and
actionable design of tasks
or activities
Tasks
•that are logically
structured to be
performed with assigned
actor, input, output,
procedures, controls,
relationship, resources
and metrics
Enablers
•all to achieve the
intention (purpose) and
deliver the expected
results (effects) for the
stakeholders and
customers.
Outcomes

Business process has a function to associate in the organization’s mandate and strategy.
Business process has stakeholders -owner, supplier and customer – who define and provide the requirements
of input-procedure-output-verification-validation..
Business process has definite task items and detailed activities that logically flow with agreed conditions to
start-do-end, then assigned and enabled to deliver the defined work, value and results.
Business process has relational elements to link requirements, decision and results for the tasks – they come
as organization, department, function, authority and roles
Business process has validation and verification checkpoints for the application of controls that tell about
quality, compliance, effectiveness, efficiency, accountability and security.
Business process has enablers to support execution and delivery of results – governance, people competency, culture,
location, infrastructure and technology,
(Based on researches of Davenport, Hammer and Champy )

Process
Defined
Tasks
Executed
Controls
Complied
FUNCTION
-Mandate
-Accountability
-Responsibility
-Principle/Metrics
-Relationship
-Competency
Results
Requirements
Performance
Scorecard
Resource
Investment

Management
Process
•Governance
Operation
Process
•Value
Stream
Support
Process
•Support

COMPONENTS DESCRIPTION
01 Process Name Provide a name for the process. Process names usually start with a verb
02 Process Owner Describes the person who is responsible for the process and its outcome.
The Process Owner is responsible for defining the rules that govern the
operations of the process and making changes to it.
03 Triggering Event These are conditions that must be met at the beginning of the process.
04 Terminating Event These are the conditions that must be met at the end of the process. What
is the state of the system when the process ends?
05 Input What resources are used or consumed by the process? Inputs are the
resources needed to execute the process.
06 Output These are items created as a result of the process.
07 Activities and Actors These describe the steps in the process along with the actors responsible
for executing each step.
08 Enablers What tools are used during the process? Which platforms support the
process? Examples include paper forms , software applications and
people competency.
09 Metrics and Rules What aspects of the process are measured? For example, the amount of
time it takes to complete a cycle. What policy and regulation
requirements to verify and validate compliance.
10 Customers Who will benefit from the outcome of the process?
(Based on Business Analyst Learning)

1. Process Adhered Principles
•Answers here…
2. Effectiveness, Efficiency, Accountability,
Quality and Security Indicators
•Answers here…

3. Process Supported Function
•Answers here…
4. Process Mandated Purpose
•Answers here…

5. Process Goals
•Answers here…..
6. Process Objectives
•Answers here…

7. Results Accountable
•Answers here…
8. Tasks Responsible
•Answers here…

9. Input Requirements
•Answers here…
10. Supplier Relationship
•Answers here…

11. Output Requirements
•Answers here…
12. Customer Relationship
•Answers here…

13. Process Requirements
•Answers here…
14.Tasks/Activities/Time/Roles
Breakdown
• Answers here…

15.Requirements Validation/Verification
•Answer here…
16.Business Rules and Performance Metrics
•Answer here…

17.Competency Requirements
•Answer here…
18.Roles/Knowledge/Skills/Attitudes
•Answer here…

19. Technology Integration
•Answer here…
20. Standards, Methodology,
Architecture, Infrastructure and Services
•Answer here…

• Process map will graphically
describe the overall process flow
and identifies the work activities,
activity input-output-procedure-
rules, and resources required.
• It provides visualization and creates a common
understanding across the departments of the
organization of the current ("as-is") situation of
process quality and a starting point to elaborate
the future (“to-be”) situation based on improved
process model to align with performance
strategy.

1. Puts a spotlight on waste in effort, time,
resource and cost.
2. Streamlines work processes based on defined
principles of quality, effectiveness, efficiency
and accountability
3. Defines and standardizes the steps, sequence,
relationship, roles and condition of the define
process and tasks.
4. Promotes deep understanding of roles, input,
procedure, output and rules requirements
5. Builds consensus on the right things to do, and
the right things need to be done
6. Serves as basic tool for work cell identification,
design and improvement

1. Name process and define the purpose, function supported
and the process owner.
2. Create high level identification of process requirements
3. Determine the process boundaries and relational elements.
4. List the steps by tasks items and level of work
5. Sequence the steps from start to end, and mindful of
conditions to comply completion.
6. Draw appropriate symbols (notation) of the activity,
condition, entity and objects
7. Create the system model
8. Check for completeness
9. Finalize the process map flowchart
10. Review and test compliance to agreed business process
principles and metrics

GOAL
ACHIEVE
PREVENT
ELIMINATE
MAINTAIN

FUNCTION
Process Name
Process Name
Process Name

PROCESS
Task Item
Task Item
Task Item

TASKS NAME
Activities Rule Condition
TASK NAME
TASK NAME

Tasks
Input
Output
Requirements
PROCESS
Activities
Responsible
Action/Time
Deliverable
TASKS

SUPPLIER
Sources of
Data
Sources of
Decision
INPUT
Data
Requirement
Rules
Requirement
PROCESS
Tasks
Requirement
Control
Requirements
OUTPUT CUSTOMER
Information
Artifacts
Requirement
Compliance
Requirement
Consumers of
Information
Auditors of
Information

Start
Tasks
End Start
Tasks
End Start
Tasks
End

Department
GroupThree
Start Input
Task Manual Input
Merge Document
Decision Emd
DepartmentDepartment
No Yes

Responsible 1
Start
Process
Improvement
Process
Improved?
Input / Output
Produce
Documents
Responsible 2 Responsible 3 Responsible 4
Completed
Review data
Change Process
No
Yes

Responsible1
GroupThree
Start Input
Task Manual Input
Merge Document
Decision End
Responsible2Responsible3
No
Yes
Phase 1 Phase 2 Phase 3 Phase 4

Activity Template and Output
Business Process Review Case: johnmacasio@gmail.com

OPERATIONAL
EXCELLENCE
CUSTOMER
EXPERIENCE
VALUE
CREATION
FUTURE
ORIENTATION
To achieve our vision
of value, how must
we be experienced
by the customers?
To satisfy the
requirements of
effectiveness,
efficiency and
accountability of
the mission,
which processes
must we excel at?
To achieve our
performance goals,
what lesson to apply
and competency to
improve?
If we succeed , which
mandated results do
we have to realize…

VALUE CREATION
CUSTOMER EXPERIENCE
OPERATIONAL EXCELLENCE
FUTURE ORIENTATION
Process Domain 1 Process Domain 2 Process Domain 3
Agency Performance Principles
MANDATE
VISION AND GOALS

Attributes Principle
Statement
Principle
Description
Principle
Implications
1. Governance
2. Quality
3. Effectiveness
4. Accountability
5. Security
6. Information
7. Technology
8. Compliance

COMPONENT BUSINESS PROCESS IMPROVEMENT GOALS
ACHIEVE ELIMINATE PRESERVE PREVENT
1. Governance
2. Supplier
3. Customer
4. Input
5. Output
6. Tasks
7. Control
8. Standards
9. Competency
10 Technology

Process Name
Supported Function
Process Purpose
Process Location
SUPPLIER INPUT PROCESS OUTPUT CUSTOMER
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
VALIDATION/VERIFICATION REQUIREMENTS
STANDARDS/RULES REFERENCES

Process Name
Supported Function
Process Purpose
Process Location
Process Enablers
Triggering
Event
Terminating
Event
RESPONSIBLE TASKS RULES INPUT OUTPUT

Process Name
Supported Function
Process Outcomes
Performance
Indicators
Achieve Eliminate Preserve Prevent
Work Flow
Effectiveness
Time/Effort/Cost
Efficiency
Participation and
Transparency
Control and
Regulatory
Compliance
People Competency
Technology Support

Process Name
Supported Function
Process Outcomes
Actor 1
Actor 2
Actor 3
Actor 4
Actor 5
Start
Process
Data Decisions
End
Process
Process

Process
Tasks/Activity
Regulatory
Compliance and
Internal Control
Effectiveness and
Efficiency
Indicators
Competency
Requirements
Responsible –
Work, Expert and
Decision
Laws Lead Time Knowledge
Input and
Supplier
Policy Service Time Skills
Procedure –Steps
and Conditions
Rules Wait Time Attitudes
Output and
Supplier
Standards Resource Use Certification

Performance indicators to evaluate effectiveness and
efficiency of reviewed process.
 Lead time is the time between the process starts
and its completion of realizing the expected
customer value. -cycle time, completion time, and
turnaround time)
 Service time is the time spent by required
resources on the processing of a defined result.
 Wait time is the time a process task and resource
are idle during the process life cycle
 Resource use is the involved work and material
resources utilization - the ratio of activity versus
their availability.

 A Business Process Review will provide you with the ability
to: Assess if your current processes match the demands of
your current and future business needs
 Assess if your current processes are common and aligned
across your whole business
 Assess if your current system(s) match your current
business needs
 Assess if your current system(s) will match your future
business needs
 Assess if you are using all the functionality and modules
available to you within your current system(s)
 Assess if you are using all the technology available to help
deliver your business processes
 Asses if your people are sufficiently trained and motivated
to carry out your processes

Competency Modeling for Business Process Review

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