Business Processes Mapping

project

Mobile telecom operator

Kate Koltunova
www.koltunova.com
kate@koltunova.com
+7 (911) 250-22-47

June 10, 2009

 Why do we need process
models?

Provide company top-management with the actual

comprehensive information about existing processes;
Evaluate potential process improvement, estimate
benefits, risks and required resources;
Train company staff in process modeling and process
management;
Lay the foundations of continuous process
improvement and quality management.

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 Process Modeling Roadmap
Continuous process
improvement
Benchmarking, Process monitoring and
Gap-analysis in optimization
process areas
(eTom, CobiT,
ISO 9000, etc.)
Detailed process
models
Process owners in Quantitative
process areas criterion
Process simulation
Process design

AS-IS high level process

model

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 We have to understand business to
design useful process models

Strong and weak sides of the company what we can use and what
should be improved
Existing and future management style self-identification and target
level of planning and control, motivation
Long term forecasting/planning - changes in business/market
environment (do we need scratch cards after 3 years?) where do
we go?
Communication of the company long term and short term goals and
objectives (market segments retail and corporate, product policy,
client service, partnership with content providers)
Competitive advantages for clients and partners
 Principles are important for process
modeling project be consistent

Focus on processes with the high influence on company

strategic objectives core processes
Top-down companys priority driven process
discovery/modeling approach
Use Industry standards (eTOM) for process identification
Utilize existing company recourses (QA library,
departments procedures, etc.)
Work together with process owners to define processes
(have to be agreed and reviewed periodically)
 Evolutional approach - quick results,
learning

Start from simple tools MS Visio

Use basic notation - Process Flow charts
Evaluate professional tools like ARIS
Evaluate potential of Process repository and Process
simulation
Build AS-IS model from scratch. Mapping to eTOM, etc.
later

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 Business Process Identification

Organization Structure
Interviews
IT Architecture
Reporting
Projects Documentation
QA documentation
Departments Procedures
Three process modeling approaches

1. Top-down method Begin with the process management

documents and then create the lower tier documents for small
companies.
2. Bottom-up method Work from the set of high level process
documents documents to create detailed processes and process
management system for large organizations with mature
documentation.
3. Process-flow method Start with a flow analysis of the
organization's processes and procedures and create the process
management and high-level processes concurrently. This is an
iterative process. The flow analysis ensures consistency between the
various documentation levels and minimizes redundancy, especially
between the policy statements and the procedures - no limitation.
Process modeling needs commitment at
all organizational levels

Company Top-Management
Set Project Priorities
Provide resources

Departments / Process owners

Design and update processes
Consult with resource owners

Processes and Procedures Sub-Unit

Develop Process Management Methodology
Design and Maintain Process Management Tools and Infrastructure
Process Mapping
Estimate process improvement potential
 Definitions: process

a process is how work gets done, using technology, by people with certain skills in
an organisation, incentivised and managed through specific systems, behaving
according to personally held beliefs and values
M. Hammer, J.Champy
Process - A process describes systematic sequenced set of functional activities that
deliver a specified result.
(eTOM)
Process is a sequence of interdependent and linked procedures which, at every
stage, consume one or more resources (employee time, energy, machines, money)
to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve
as inputs for the next stage until a known goal or end result is reached .
(Business Dictionary)
 Process characteristics (eTOM)

Has Goal
Has Inputs
Has Outputs
Transforms Inputs into Outputs
Uses Resources
Has some activities that are performed in some order
Creates value for the customer (internal or external)
May Create/Read/Update data
Have responsibility model: responsible process owner,
accountable, consulted, informed (RACI)
 AS-IS Process Mapping Steps

Define Process Area, Process Name, Process Owner,

Process internal/external clients

Define Process Purpose

Define Process Participants (Organizational Units,

employees)

Analyze related processes and procedures

Interviews with process Owner, process participants and

Process internal/external clients
 Who are you Mr. Process owner?

Process owner - person who has the

ultimate responsibility for the
performance of a process in realizing
its objectives measured by key process
indicators, and has the authority and
ability to make necessary changes.
Process owner is responsible for
coordinating and managing the
workflow and activities at every stage
and level of a process. As new
technologies and processes are
introduced within an organization or
workplace, the process owner would
be responsible for integrating the
everyday execution of that process.
Processes provide value for clients and use
personal and the infastructure
Shareholder goals and objectives for company growth , productivity, financial
results, etc.

Values for clients. Products / Services. Price, quality, quantity, brand, additional
service. Market segmentation

Business processes to provide declared values

for selected clients

Personal, information technologies, organizational culture resources and

infrastructure to support efficient business processes
 Processes objectives derive from success
factors for business segments
Business segments
strategy
Private
Corporate
Business segments Process goals
Processes
matrix CSF-factor
Market Private Corporate Process 1 (t, q, $)
Product/
Service CSF1 .
Process N (t, q,
Voice CSFn
$)
IN/VAS

Innovation
Process Portfolio
Process types

Processes CSF-relevance Low High

Standard Process
SIP Performance
Flexible High (+)
FAB
Low (-)
.. Enterprise
 Process portfolio

CSF-
relevance
Low High
Process
Performance

Sell SIM-Cards
Contract
High (+)
Sales Chanel Management
Development
Corporate Sales
Dealer
Management
Low (-)
 Process management: potential for
improvement

Activities Process Examples

Introduce and design new
processes
Define and structure existing
processes
Optimize and improve existing
processes
Redistribute functions within
Departments
Security and information access level
identification
Knowledge Management
Research Management
New employee introduction
Network Deployment
Project management and control
Organization Development
Procurement
Move Order
Remove Accounting functions from
Warehouse, Warehouse function from Sales,
etc.
Mobile Telecom Operator Process Areas

Marketing
Process

Sales
Processes

Customer
Technology
Support
Processes
Processes

HR Finance Legal Planning Operations

Corporate
Facilities Regulations Audit Security
Communication
 S&D Department
Processes

Sales and SIM/Scratch Marketing Contract Department

Distribution provisioning support Management Management

Plan SIM/Scratch Telecom news Contract Data Sales Plan vs.

Retail S&D Corporate Sales
supply digest production Entry actual tracking

Order Market
Plan Corporate Contract Legal
Plan retail sales SIM/Scratch information Staffing
Sales requests
Cards gathering

Build and support Marketing

Acquire new Monitor supply Contract
Distribution material Personal Training
Client and activation Archiving
Channel distribution

Marketing
Monitor Cannel MSISDN Performance
Client Retention campaigns
Performance management appraisal
support

Distribute Marketing
Client complains
SIM/Scratch materials design Discipline control
management
cards consultancy

Internal
COSs
procedures
management
improvement
 Process management framework for
Mobile Telecom Operator

Security Policy Quality Standards External Requirements

Process/Model
Process Model Process Documentation
Modeling Tools Publishing/Distribution
Repository sources/version control
Tools

Process Documents Workflows Process Documents

Process Documents Structure Templates
/ Lifecycle

eTOM process decomposition hierarchy Business Process Owners Mapping

Company Process Management Methodology

Process Management: main steps

Define Processes and Procedures sub-Unit Roles and

eTOM, Org. Structure, Responsibilities
existing processes
Define and process structure and define process
owners
Management principles
Design process implementation and control routines

Establish process documentation and models control

and distribution infrastructure (repository)

Populate the repository with updated and designed

process management artifacts
 Business process model repository

A Business Process Repository is a central location for storing

information about how an enterprise operates, it is required to:
how a process should be applied;
maintain document lifecycle
support version controls
expected results should be upon process completion.

Business Process Model (Object) repository stores information

about individual Process Model Objects (documents, functions,
org. units, roles, etc.). It is required to:
ensure model consistency
Improve modeling efficiency
support multiuser
 Process Description Form

Process Area eTom ref

Process Name eTom ref

Process Owner

Inputs Outputs
Process
Participants Objective
(Purpose)
Process Flow
(AS-IS)


Problems:

Period of
Resources Time spend
execution
 eTOM as a reference process
model

A reference model is a model designed to pass on knowledge, such as process

knowledge. It can make recommendations or be of a prescriptive nature.
There are two main features that such models share:
Universality, e.g., they apply to all companies in a certain sector
The other feature is the models recommendatory nature, i.e., they serve as the starting
point for company-specific implementation. Every reference model is intended as a guide
only, of course, and must be adapted to the individual circumstances of your organization.

eTOM enhanced Telecom Operations Map the business process

framework for the Information and Communication Services Industry.
Will help to uncover existing processes
Defines processes that have to be established in Telecom company
eTOM Business process
Framework Level 0
eTOM Business Process Framework Level 1
Processes
eTOM Business Process Framework High
Level Mapping

Marketing Sales and Distribution

Department Department
Customer Care and Roaming
Technology
Department
Department

Sales and Distribution

Department

Processes an
Internal Audit
Procedures Unit
CEO Area Financial Corporate Corporate
Communications Communications
Department HR
 Mapping eTOM processes to organizational structure
Process owners
(Areas/Departments)
Netw
Corp Infor ork
Regul Sales Ware matio Netw Netw Oper
CE orate
O CMO CTO CFO Com HR Inter Procu Mark atory & Facili Finan hous n ork ork ation
nal Legal reme CC&R eting Carri butio ties ce Logis Tech oyme Engin
and Distri e & Depl
AR AREA AREA AREA muni s & PMO
EA catio Audit nt nolog eerin Main
er n tics nt g tenan
ns y
eTOM processes (Level 2) ce

Customer Relationship Management

Service Management & Operations
Resource Management & Operations
Supplier/Partner Relationship
Management
Marketing & Offer Management
Service Development & Management
Resource Development & Management
Company may decide to map
Supply Chain Development &
Management various Level 2 process elements to
Strategic & Enterprise Planning different departments
Enterprise Risk Management
Enterprise Effectiveness Management
(eTOM GB921-G)
Knowledge & Research Management
Financial & Asset Management
Stakeholder & External Relations
Management
Human Resource Management
eTOM provides examples of process mapping (GB921-G)
 Project Risks

1. Permanent process changes during design stage will slow

down process design AS-IS
2. Lack of management resources to establish process
discipline (approve and maintain defined processes) will not
allow to establish new processes
3. Uncoordinated company activities and initiatives in process
management will undermine project results
4. Technical problems with BSS IT systems will slow down
introduction of new efficient business processes