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Samakira Ltd (Business Process Re-engineering & Change Management)

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Business Process Re-engineering Services.

Samakira has created a number of change management services:

- A baseline review of capability maturity model
- Senior Management Team – Business process re-engineering overview sessions
- Change Team Assessment
- One-Day Business Process Management - Foundation Masterclass
- One-Day Business Process Management - Change Manager Masterclass
- Two-Day Business Process Management - Practitioner Masterclass
- Two-Day Business Process Management - Group Masterclass
- Workshop facilitation of subject matter experts to map processes
- Assignments to ‘Kick Start’ change programme
- End-to-end Change Programme Management

Baseline review of BPCMM

This is an assessment of the client’s current position on a Capability Maturity Model of business process re-engineering. An assessment of the current change methodologies being used within the organisation and the ‘fit’ of those methodologies to what the client is attempting to achieve. The business processes that are currently recorded within the organisation, the metadata included in the maps, the end-to-end process structures used and a review of the enterprise architecture.

These assignments are usually five to ten days in length. The client will receive a presentation and a written report.

Benefit: To fully understand the complexities of the journey that an organisation is about to embark on, it needs a map and a compass. The capability maturity model assessment includes a number of exercises that will demonstrate to senior management where their organisation sits on the learning curve of BPM maturity. Armed with this knowledge realistic expectations can be set as to what is achievable with the resource, budget and timescale available to reach the goals that have been set.

Senior Management Team - BPR Overview sessions [to set programme up]

The first stage of the business process re-engineering cycle is about ‘preparation’, these sessions take senior management through the various stages of a change management programme and give them an understanding of what they will encounter. Then the consultant facilitates a session with the SMT to establish the scope, resources and potential funding requirements of the programme.

This is initially a half day session but additional sessions can be booked depending on where the client is on the learning curve of the capability maturity model and the outcome of the session.

This session is a half day session that is part presentation and part facilitated workshop.

Benefit: Often senior management teams will be fully aware of that they have to change but do not have a mechanism for actually kicking off the change programme. This session enables the management team to either review their existing mechanisms for implementing change across multi functional end-to-end business processes, or establish the roadmap for what has to take place to enable the change programme.

Change Team Assessment

Following the two services above an organisation will have established the current level of change maturity, the senior management team will have set the vision for the goals of the changes and have a good understanding of the stages they will need to go through to complete the journey up the learning curve. The next stage is to assemble the team that will run the programme.

This service will assist the client in assembling the team. There may be a number of existing roles within the organisation associated with change but the organisation may not have specifically defined roles around Business Process Change.

This is a half day workshop session where the consultant can take the team through the various stages of the change programme.

If as a result of these sessions it appears that the client has a deficiency in certain skills Parity Recruitment can assist in fulfilling these roles.

Benefit: This is a ‘Who-will-do-what’ session. The main advantage to this approach is mitigation of risk of those having ‘change’ in their job title not having the skills or the availability to carry out the roles they have been given. This also mitigates the risks of roles not being owned. Those involved will have a full understanding of their roles and responsibilities. Any concerns can be raised immediately to the senior management sponsor and resolutions sought, rather than these issues surfacing later in the programme.

One-Day Business Process Management – Foundation Masterclass

The 1-Day Business Process Management Foundation Masterclass that was initially designed for the NHS initially for project managers who had the skills to implement change projects but not the skills to analyse the current organisation to the extent where they could identify what needed to be changed. Due to the cultural impact of change programmes it was extended to include any role that potentially would be ‘impacted’ by a change programme; therefore, IT, Clinicians, Change managers, Operational personnel and so on.

The people involved will go through a number of fundamental exercises to take them through international standards used to map operational processes, so that they will be able to interpret maps drawn by others and others will be able to interpret maps drawn by them.

Benefit:

Those who attend the one-day Masterclass gain:

· The understanding of how the components of an organisation will be affected by a change programme

· The ability to map and interpret process maps drawn to the international BPMN standard

· The understanding of how to analyse processes in terms of sequential and cumulative timings

· The confidence to use a structured approach to implementing change that will encompass both the operational and cultural aspects of change

· An overview of the Business Process Management Capability Maturity Model

· An overview of the Samakira Change Lifecycle Model

· Workshop facilitation

One-Day Business Process Management – Change Manager Masterclass

This Masterclass is an extended version of the Foundation class, and can be taken following the Foundation class, or for attendees who already have skills in business analysis could be taken instead of the Foundation Masterclass.

It encompasses all the aspects of the foundation Masterclass but in a shorter form as a form of re-cap.

There are a number of exercises attendees will be expected to complete prior to the Masterclass, which will assist in establishing where their current organisation is on the Samakira Business Process Capability Maturity Model. Additional focus will also be brought on the management of change programmes.

Those who attend this Masterclass gain:

· The understanding of how the components of an organisation will be affected by a change programme

· The ability to map and interpret process maps drawn to the international BPMN standard

· The understanding of how to analyse processes in terms of sequential and cumulative timings

· The confidence to use a structured approach to implementing change that will encompass both the operational and cultural aspects of change

· A full understanding of the Samakira Business Process Management Capability Maturity Model and an assessment of where their current organisation is on the model.

· A full understanding of the Samakira Change Lifecycle Model

· Workshop facilitation skills

· An understanding of the likely types of ‘Resistance to Change’ they will come across during the change programme

Two-Day Business Process Management - Practitioner Masterclass

The two day Practitioner Masterclass contains a synopsis of the foundation Masterclass, including exercises to establish full understanding of the attendees understanding of Business Process Modelling Notation (BPMN), the Samakira Change Lifecycle Model and the Samakira Business Process Capability Maturity Model.

The candidates will then be taken through a series of case studies to discuss the various ‘Cultural’ aspects that a change management programme will need to take into account. These are the issues that are above and beyond the processes, systems and applications etc that may need to be changed.

These issues will include:

· Political In-Fighting

· A lack of cross functional communications

· A lack of cross functional co-operation

· No end-to-end cross functional process ownership

· Blame Culture

· Silo Mentality

· Resistance to Change

These classes can be ran on two consecutive days, or if the client is attempting to pull together the team that will run the change programme, the classes can be run over three days, where it commences in the afternoon of day 1, runs all through day 2 and concludes at lunchtime on day 3.

The main aim of this class is that the attendees will be equipped with the skills necessary to lead a change management programme, from a facilitation perspective, and will be able to identify where external assistance is still required and what is required to get their organisation up the maturity model. It will also equip the attendees with methods for identification of the size of the change programme so that realistic expectations can be set to the organisation as a whole.

Benefit:

The main benefit to the client is having a group of people that can articulate a change business case, the elements that need to be discussed with the senior management team, so that realistic scope, resources, funding etc are put into the programme.

The senior management team will have a full understanding of where the company sits on the capability maturity model and will have a plan of action get it up the model.

Two-Day Business Process Management - Group Masterclass

This two day Masterclass encompasses all the contents of the one day change manager masterclass but is more focused on specific client teams. The one day class tends to be attended by a number of people from different organisations so most of the examples used are non sector specific. The two day class is more specific and can be used to ‘kick off’ a change programme within an organisation.

The one day class gives attendees the tools and techniques to map, read and analyse business process maps, the two-day class takes this a step further. The end of the first day includes a brainstorming session where the consultant facilitates a session to establish a number of client specific ‘Critical Business Processes’. The session also establishes the business scenarios for each of the critical business processes.

The second day is split into two halves. The morning session is taken up with mapping one of the critical business processes and all its scenarios to let the team ‘do one for real’. The afternoon session is focused on the structure of how the process maps will be stored and how interdependencies between the processes will be represented. Finishing up with a high level action plan for what the client will do next.

Benefit: By the end of the two day session realistic expectations can be set in terms of what can be achieved in a fixed timescale with the resource the organisation has dedicated to the task. Key performance indicators can be set using quantitative terms, using what has been achieved in the sessions as a baseline for collecting the information required to fully map a process.

These classes should be run over three days, where it commences in the afternoon of day 1, runs all through day 2 and concludes at lunchtime on day 3. It is recommended that these classes are held in a conference location where the whole team can stay overnight and carry out the classes away from the ‘day-to-day work environment’.

This enables the team to spend almost three days and two nights in each other’s company. This can be a very effective way of building cross functional relationships which will be crucial to creating effective cross functional solutions to remove constraints and duplications, and bridge gaps in operational cross functional processes.

Workshop facilitation of SMEs to map processes

Parity Business Process Consultants can assist clients in mapping business processes and scenarios to international standards (Business Process Modelling Notation - BPMN) as established by the international IT standards organisation the Object Management Group using Subject Matter Experts (SME) from the organisation.

This is initially a half day session, followed by a half day write up, but more can be added depending on the volume of processes the client wants mapped

Alternatively Parity can train groups within the client organisation to carry out this work via a number of 1-Day and 2-Day Masterclasses.

Benefit: If the client does not have a Business Analyst resource readily available and the resource available will not have the time available to be trained as an internal business analyst external Business Analysts can be provided. The timescales for mapping and analysis will have been set in the Two-day Masterclass, use of external professional skills will enable closer adherence to timescales and cost.

Assignments to kick start change programme

Often clients struggle to get BPR change management programmes ‘off the ground’. This service will place a Parity Consultant ‘On-site’ for as long as it takes to get the client up the first few stages of the capability maturity model.

Assignments can be purchased in fixed term lengths from single day assignments up to six month contracts depending on where the client is on the learning curve of the capability maturity model.

Benefit: At the Business Programme Management Conference in London 2009 Gartner stressed that the organisations who have been the most successful at operational change are those that have put resource into permanent teams dedicated to change. If the client does not have a senior Manager / Director responsible for ‘Change’, this ensures the client has expertise on hand in the short term to ensure all aspects are covered as the team goes through the first few stages of the capability maturity model.

End-to-end Change Programme Management

If a client requires all of the above Parity can offer a fully managed end-to-end service that comprises of all of the above using professionally qualified change consultants.

Benefit: The client gains the cost benefits of a fully outsourced managed service, but its principle target is knowledge transfer so that the client ends up with a team that can operate independent of outside assistance.