Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Managing Business Processes Communication and Performance

929 visualizaciones

Publicado el

Presentation at ICORES 2012 on Enterprise models.
This talk presents a computational model of a generic enterprise (BPEM, which stands for Business Process Enterprise Model), based upon the core concept of business process. BPEM may be seen as a bridge between two worlds of “Enterprise Models”, the world of mathematical models, formal and fully operational for optimization purposes and the world of conceptual models (boxes & arrows type) for management science, for reasoning and communicating about what a company is.

Publicado en: Ciencias
  • Sé el primero en comentar

Managing Business Processes Communication and Performance

  1. 1. Yves Caseau – Business Process Enterprise Model - 2012 1/13 Operations Research for Managing BusinessOperations Research for Managing Business Processes Communication and PerformanceProcesses Communication and Performance BPEM : Business Process Enterprise ModelBPEM : Business Process Enterprise Model ICORES February 2012 Yves Caseau Bouygues Telecom – Bouygues’s eLab National French Academy of Technologies
  2. 2. Yves Caseau – Business Process Enterprise Model - 2012 2/13 MotivationsMotivations  « Traditional » ICORES   Crisp, well-defined models corresponding to a clear issue  Sophisticated optimization techniques that bring value  (compared to human judgment)  « Enterprise as a System » optimization  Cumbersome and coarse models, multiple issues  Simple optimization/simulation methods  Part of management sciences,  a tradition of models & simulation  Why ?  Structural issues (in addition to cultural, political, human …)  How  Enterprise modeling with operational semantics  “As simple as possible but no simpler”  White box model  Complex system approach (rich interaction of various concerns) Cf. “Garbage-can model” of decision Ill-defined problem Human > computer Cf. Vehicle Routing problems Computer > human Not a « personal fiction » ! Not a
  3. 3. Yves Caseau – Business Process Enterprise Model - 2012 3/13 OutlineOutline  Motivations  Operations Research for Management Science  First Part Enterprise Models & Business Processes  Second Part BPEM: Business Process Enterprise Model Four Dimensions of Enterprise Modeling  Third Part Applications – Two Examples  Conclusion
  4. 4. Yves Caseau – Business Process Enterprise Model - 2012 4/13 Enterprise ModelsEnterprise Models Part1:Motivations Ressources CEISAR BAPO (ESAPS) IDEAS CPP (Club Pilotes Processus) Altime MODAF Business Organization Architecture Process Activity Activity Activityprocess Manual/assisted/automated value Organization/ Actors Information objectives Units/roles Enterprise Entity Capability Role ServicesProcess Strategy /goals Information System Business Process Action Plan Innove / adjust / optimize Results: -Satisfaction - value - risk Managing processes Support process Functions Business processes Business processes Business processes environment customers Logical Capability project delta data function Activity Information system Organization resource skills Strategy/vision TasksEnterprise IT
  5. 5. Yves Caseau – Business Process Enterprise Model - 2012 5/13 BPEM at a glanceBPEM at a glance Part1:Motivations Leadership Process KPI people Policy & Strategy Partnership & resources Leadership Customer results Society results Innovation & Learning enablers results Left out (long term) Perimeter of BPEM Information Flows activity activity Environment Management Control Coordination customer Production Factors Products / services transfer synchronization manage  Enterprise macro-model (Mintzberg)  Executable (operational semantics)  Focus on Business Process & Communication  What BPEM is and isn’t, based on EFQM  Focus on structure  Short-term vision of enterprise operations
  6. 6. Yves Caseau – Business Process Enterprise Model - 2012 6/13 BPEM : Enterprise ModelBPEM : Enterprise Model Part2:BPEM H T Communication Matrix C1 C2 Cn… Information System IT BusinessProcesses Market Requests delivery Management Capabilities Functiona l mapping Four dimensions:  Business Processes, associated with customer requests, represent enterprise operations  Processes require time and consume resources, value creation depends on SLA (quality is expressed as timeliness)  Organization is the combination of hierarchy (top-down mapping of capabilities) and project/process management  Information flows derive from processes (signal & content) BPEM
  7. 7. Yves Caseau – Business Process Enterprise Model - 2012 7/13 BPEM Organization ModelBPEM Organization Model Part2:BPEM T U 1 … Hierarchical Management U 2 U 3 … U 4 U Un -1 U n Process(Transverse) Management Functional mapping C1 C2 Cn… Capabilities R1(l1,l2, .. , lq) Set of Ressources Activity R2(l1,l2, .. , lq) Rp(l1,l2, .. , lq) WBS Σ(skill, level, units)  Hierarchy : tree structure (organizational chart)  Transverse : set of coordination resources  Communication throughput is measured with man.hour  Functional units are described through capabilities  man.hours  skill levels  Supports specialization (one unit = one capability) as well as polyvalence
  8. 8. Yves Caseau – Business Process Enterprise Model - 2012 8/13 BPEM : Business Process ModelBPEM : Business Process Model  Business Process Patterns (sequence of activities with skill requirements)  Business Process Instances (Actual load + value + SLA )  Stochastic Load Generation  Cover multiple scenarios (burst, overload, …)  Events:  Re-priorization based on value change  Activity duration changes Part2:BPEM A1:C1 Σ(skill,level) A2 An Process pattern Stochastic Request Model1 Process Instance value time WBS Σ(units ) WBS Σ(units) WBS Σ(units) Variation in rate & load request VV m in m ax SLA (Service Level Agreement) Time is the only dimension for quality = better skills means faster execution
  9. 9. Yves Caseau – Business Process Enterprise Model - 2012 9/13 BPEM : Communication ModelBPEM : Communication Model Part2:BPEM H T Management Process Monitoring & Management Transfer & Synchronize WBS Σ(units ) WBS Σ(units) WBS Σ(units) Environment Event: Value Variation Event : production variation  Business processes operations entail 3 types of information flows:  Inter-activity (ignored)  Transfer & synchronization between consecutive activities  Monitoring & Management between units and T&H  BPEM information flows:  valued in man.hour  generated from BP measures, using simple ratios  BPEM semantics = scheduling : Communication flows are broken into communication units Precedence constraints represent: (a) BP orchestration (b) event management
  10. 10. Yves Caseau – Business Process Enterprise Model - 2012 10/13 Optimizing the use of communication channelsOptimizing the use of communication channels  Application of BPEM to study the impact of communication channels on performance  Four categories of communication channels  “Communication Channel Model”  Characteristics  Policies Part3: Applications Communication Channel Model BPEM Results (value) Learning (optimization) Activities to be assigned to resources Channel PoliciesCommunication flow units to be scheduled Scheduler Receivers Organization Rules/ Culture Information Flows Meetings Face-to-Face Electronic – Synchronous Electronic – Asynchronous • Randomization (Monte-Carlo) • Evolutionary algorithms (learning): local opt, genetic algorithm Channel Performance Characteristics: Throughput, Latency, Loss, Scheduling constraints
  11. 11. Yves Caseau – Business Process Enterprise Model - 2012 11/13 Simulation of Information FlowsSimulation of Information Flows  Goals – How to ?  Best use of multiple / new communication channels ?  Study the resilience of organization w.r.t. load distribution and bursts  Look at Organizational Architecture issues (e.g., flat hierarchies)  Organization shapes communication channels (e.g., meetings)  Simulation – Preliminary results  BPEM simulation produces value, usage ratios, lead time statistics  Effectiveness of email  Importance of Affiliation Network Structure (MSN 2012 paper)  Organizational design impacts information flows  Next Steps  Full compliance with BPEM   What-if scenarios  New 2.0 communication tools Part3: Applications Leverage their specificity • synchronous/ asynchronous • Face-to-face vs electronic • Ease of sharing (1-to-N) • immersive vs. multitasking • etc.
  12. 12. Yves Caseau – Business Process Enterprise Model - 2012 12/13 Understanding lean management of processesUnderstanding lean management of processes  Two scenarios Part3: Applications  Experimental verification of Taiichi Ohno’s insight : a « tight system » is more robust  Lean systems are more flexible  Economic rationalization (cost of lowering utilization rate) depends on CoD (Cost of Delay) Strict SLA – 60% utilization BPEM « lean » Scheduling Policies Scheduler BPEM « reg » SameBusinessProcesses Loose SLA, 80% utilization
  13. 13. Yves Caseau – Business Process Enterprise Model - 2012 13/13 ConclusionsConclusions  We need Enterprise Models  Use OR for Management science  Other applications : Information System  BPEM is compatible with most conceptual models   We need computational Enterprise Models  Complex issues : simulation as an investigation tool  Structural issues are only one of the dimensions, but it is critical and amenable to analysis though simulation  Managing Information Flows is a key part of management science  An old idea (March & Simon)  A modern idea (Enterprise 2.0 & information overload)  Communication requires time: scheduling & structure matters Yves CASEAU