Enterprise Workflow National Project

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Enterprise WorkflowNational Project

• Neil Hind
• April 2005

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Your Agenda?

• Why are you here?
• What do you expect to learn?
• Where is your authority with
• Implementing Workflow?
• Undertaking Business Change Projects?
• The Efficiency Agenda?
• Priority Service Outcomes?

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Our Agenda

• Introduction to EWNP
• Business Process Management and Workflow
• How Workflow Can Help With
• Priority Service Outcomes G24
• Enabling Service Improvement Efficiency Gains
• Review Feedback

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Enterprise Workflow National Project

• Commenced June 2003
• First phase completed May 2004
• Productisation Phase Complete Sept 2004
• Roll-Out phase Completed March 2005
• Limited funding from April 2005
• Aim to promote the use of Workflow and Business
  Process Management
• Toolkit, Case Studies, Standards on
• www.workflownp.org.uk

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The Workflow Toolkit
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Defining the Terms

• Understanding the definitions
• Enterprise Workflow / Business Process Management
• Business Process Re-Engineering (BPR)
• Business Process Mapping or Modelling

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Enterprise Workflow / BPM

• Simply put, workflow is about getting the right
  work to the right people at the right time time
  after time (and knowing you have done so)
• The management of business processes, supported
  by technology, to automate the flow and control
  of work.

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Business Process Re-Engineering

• A methodology for process improvement comprising
  a study of the "As-Is" state of the process and
  then the development and implementation of
  process changes, leading to the "To-Be" state of
  the process.
• May also incorporate policy changes,
  organisational structure changes and a variety of
  other "interventions".
• .also known as BPR

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Process Mapping or Modelling

• A diagrammatical way of recording what people do
• Has a start and end point
• Has a purpose or aim for the outcome
• Allows us to spot inefficient processes
• Shows the effect of change
• A series of connected steps or actions
• Should be an early step in Workflow/BPM projects

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An Example
Benefits Application from Tamworth Output from
Protos by Pallas Athena
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Reasons for Workflow / BPM
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Current Issues With Workflow/BPM?

• What issues have been encountered?
• How were they overcome?
• Which service have been re-engineered?
• Which were easy/difficult?
• What lessons have been learnt?
• How were the changes communicated?
• How were managers sold on BPR?

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Priority Service Outcome G24

• OPDM define as Integration of customer
  relationship management systems with back office
  activity through use of enabling technology such
  as Workflow to create complete automation of
  business process management
• IDeA SSU say This is by far the most
  challenging outcome. To satisfy its requirements
  councils MUST re-engineer their business
  processes. See the many products from the
  Workflow National Project.

Are we ready for this?
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Front and Back Office Still Have Separate Views
Customer Contact Channels
Customer Relationship Management
q
Content Management
Workflow Application
HR Payroll
EDRM
Procurement
GIS
Financials
Back Office
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Front Back Office Can View Workflow CRM
Customer Contact Channels
Front office has a view across the length and
breadth of processes
Customer Relationship Management
q
Content Management
Workflow Application
HR Payroll
EDRM
Procurement
GIS
Financials
Back Office
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How to Achieve G24

• Prioritisation and cost/benefit analysis for
  initial workflow implementation
• Process mapping of an initial batch of workflows
  for selected services (5 or 6)
• Commencement of workflow implementation and
  business process re-engineering of selected
  services (5 or 6)

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Points to Consider

• OPDM will ask for evidence of systems and
  procedures that have been implemented to fulfil
  the outcome - with dates and the service teams
  involved
• With a Gershon hat on, must work out the
  efficiency savings from the new process but
  need to know cost of old way of working
• Choice of which services to re-engineer is
  discretionary
• Business case for investment maybe high
  volume/complex administration functions

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Points to Consider

• Commencement means actually started doing it
  with the service teams. i.e. actually to have
  started changing the way staff work.
• Back office systems may need to be integrated
• Need to consider how to integrate web
  services, XML, point to point?
• 5 or 6 services means 100s of processes and
  process maps
• 12 months is not long to transform 6 service
  areas!

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Thoughts on G24?

• Does it make sense?
• Is it achievable?
• How will you approach it?
• Will it give benefits to
• Customers / Employees / Managers?
• Will it help with efficiency?

More PSO Info at www.workflownp.org.uk
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The Benefits of Workflow
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Ways to Become More Efficient

• The elimination of a process. As a result of the
  transformation implementation a process that has
  been undertaken has been effectively eliminated
• The automation of a process. The
  transformation implementation has resulted in a
  pre-transformation manual process being
  automated
• An improvement in a process. The transformation
  implementation has enabled a process to be
  undertaken more efficiently or effectively
• The combination of processes. The
  transformation implementation has enabled two or
  more pre- transformation processes to be
  legitimately combined.

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Thoughts on Efficiency Agenda?

• Does it make sense?
• Are the savings achievable?
• Where could the biggest savings be in your
  authority?
• How will you approach it?
• Have savings already been made / identified?

More ROI Info at www.workflownp.org.uk
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• Any Final Questions
• Comments?
• www.workflownp.org.uk
• workflow_at_localegovnp.org.uk