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RDP Test 02
Transcript of RDP Test 02
The roles and responsibilities of the “owner” will be defined. Through rationalisation and simplification, the objective is to reach “less control” but “better control” The objective of the reassessment is to define an effective and proportionate set of key controls providing adequate mitigating measure to the inherent risks. Procedures & tools Simplification The proposals for implementation of new management information systems will be accompanied by a “cost benefit evaluation”. This evaluation will provide an overview of the future saving related to the introduction of new IT systems Increased performance in the processes
Enhanced used of resources.
Budget savings. Overview of Key Controls Business Process
Workflows Objectives Process Mapping Team Facilitation Team HR3. B. MAGENHANN,
HR 03. R. DELLI PAOLI,
HR 01. S. BOGER;
HR A1. A. COLLOWALD;
HR A3. P. D’ANELLO;
HR B2. M. CARNACCINI;
HR D1. XXX;
HR.R3 L. SELLEKAERTS. Delivrables Project Monitoring Team Task Force Members All task force members should
Ensure the integration of the BPR exercise with others projects.
Promote BPR in their Unit/ Directorate. Regular debriefing on the state of play during Unit and Directorate Meetings.
Facilitate relationship with Process Owners from their Unit/ Directorate. Proposes and executes the project management plans as approved by Project Steering Committee (PSC)
Manages and coordinates the activities and resources on a daily basis
Ensures that project objectives are achieved within the quality, time, cost constraints managing stakeholders expectations
Communicates and reports project progress to the Project Manager
Publishes status report and deliverables on BPR SharePoint Carries out preliminary review and interviews
Facilitate assessment workshops
Draft workshop report Carry out interviews with key staff in DG HR to establish the Process Inventory,
Identifies the actors, existing procedures, existing Information Systems, as well as process interaction to draw a Process Mapping. Task Force Responsibilities Governance The Task Force is leaded by the Project Manager and is composed of a Project Team Coordinator, and representative of Planning and Policy Steering, Staffing, Organisational Structures and Metrics, HR Information Systems and Reporting, Recruitment Jobs Brussels, Legal Affairs and European Civil Service Law, and Finance and Internal Control. Project Plan Reengineering DG HR The proposal for reengineering of the selected business processes for
a rationalisation of controls,
a mitigation of residual risk,
an improvement of quality of services and deliverables,
an increase of performance. Scope BPR Task Force will ensure coordination with current Commission and HR projects to identify potential synergies:
DG HR Internal Control Standard (Responsible: L. Sellekaerts).
Sec gen project on the "IT Governance – Information System simplification exercise "(Responsible: P. D’Anello).
DIGIT Process Glossary (Responsible: P. D’Anello).
DIGIT BPM@EC project (Responsible: R. Delli Paoli). Synergies with Other EC Projects Business
Reengineering People are more important than processes, but good processes are important for people BPR will include certain component of a basic quality management approach namely customer focus, involvement of people, process & system approach and leadership. The business process workflows will provide a detailed overview of the different steps of the process highlighting:
Information & workflow
Actors involved at each step
Information systems in place Ownership Quality Management Scoping Phase Added Value Diagram Overview of the DG HR macro processes which are grouped in 4 categories.
Developement processes and Client processes are aligned with Emery model
Planning & control processes and Service processes are aligned with standard Commission processes An inventory of processes has been carried out and is being validated by the Task Force.
The draft version includes:
The Task Force will provide a final version to the Steering Committee by end of June. Inventory of processes Mapping of processes Select processes for Pilot exercise Recruitment and Competence Development were selected to be reviewed during the pilot phase of the project. Reengineering Assessment Phase A business process modelling workshop will be organised to gather detailed information about processes, directly from the people involved in the design and the operation of those processes. A series of preliminary interviews will be carry out to gather detailed information about
Clients and users needs
Process issues and/or improvement opportunities. Preliminary Interviews Modelling Preliminary Review A business process reengineering workshop will be organised to identify opportunities of improvements, possible issues and non value-added activities that need to be changed or eliminated.
Participants will brainstorm to generate new ideas and alternative processes. The process owner will then implement the action plan. Critical elements and milestones defined by the Action plan will be closely monitored by the Steering Committee. Decision Phase Implementation Phase On the basis of the new processes, the internal procedures and related tools will be updated and posted on My DG HR. The facilitation team will:
review documentation collected on the process ( i.e HR report, Procedures, HRM Process Evaluation, etc).
Identify process objectives and performance indicators;
Plan interviews with key actors/clients. Objectives & KPIs
Inputs & outputs,
Risks & controls,
Information Systems Acceptance of results Given several alternative processes proposed by the task force and validated with the Process Owner, the Steering Committee will decide on one.
The new design must be feasible to implement, given various constraints and barriers that face DG HR. Define Actions Plan Following the decision taken by the Steering Committee, the Process Owner will establish an implementation action plan Timetables for all actions will be specified, and individuals responsible for overseeing and performing task will be assigned. Implement change Assess process improvement Once the new process will be implemented, the Process Owner will gather performance data on the new process to assess how well the process is meeting its performance goals and whether further improvements are needed.
Process Owner will use performance information to continually improve work processes, identify performance gaps, and set additional improvement goals, as needed. Change Regulation Develop IS Outsource Activity Stop activity Simplify workflow Reallocation of resources Handover Transfer of all BPR documentation to the Internal Control Coordinator (ICC).
The ICC should ensure that
the agreed iprovement plan is smoothly implemented
the procedures, flowcharts and risk analysis are regularly updated. Inventory of DG HR business processes BPR exercise will start with the inventory of DG HR Business Processes.
The macro processes will be broken down in processes and sub-processes. Mapping of processes Analysis of current process (As-Is) Proposal for process improvement (To-Be) Inventory of the Clients & users,
Identification of their needs
Identification of continuous improvement process Workflows will be modelled in ARIS with the support of DIGIT 01 in the context of BPM@EC project What? How? When? Resources Assess the impact of potential barriers to implementing the alternative processes A project plan has been developped in MS Project to define the main BPR task, milestones, and resources usage. Project Plan Milestones Interactions DG Local HR Unit An estimation of number of man-day per task force member has been defined, and should be approved by the HoU of the task force member. Resources Usage Modelling Tool Oracle BPRA/ ARIS licences will be acquired as soon as the DIGIT framework contract will be made available.
During the Pilot Phase limited number of licences will be acquired.
In 2012, the number of licences will be increased and the Task force members will be trained on modelling technics and on ARIS functionalities. The scope of the BPR exercise covers key processes of DG HR, as well as the interaction with EPSO, PMO, OIB, OIL. For selected core HR processes, the BPR will provide:
An analysis of the interactions between the HR processes in the DGs and DG HR
An assessment of the gaps between services provided and needs for selected DGs.
An assessment of potential improvements and rationalisations. Steering Committee Members The committee is composed of the following permanent members Steering Committee Responsibilities I. SOUKA - Director General
F. GARCIA FERREIRO - Principal Adviser HR Professionalisation
H. POST - Director A . Organisation and Executive Staff - CCA Permanent Rapporteur
M. MAGNIER - Director B. HR Core Processes 1 : Career The Process Owner of the process under review will participate to the steering committee meeting to ensure a transparent and interactive decision making process. Champions the project, raising awareness at senior level
Decides on the BPR alternatives proposed by the task force
Provides high level monitoring and control of the project
Ensures adherence to organisation policies and directions
Approves and signs-off all key management milestone artefacts
Authorises plan deviations, scope changes with high project impact
Arbitrates on conflicts and negotiates solutions to important problems
Guides and promotes the successful execution of the project at a strategic level Business Process:
Any set of activities performed by DG HR that is initiated by an event, transforms information, materials or business commitments, and produces an output.
Client processes (Core Processes) produce outputs that are valued by customers.
Other processes generate outputs that are valued by other processes Once the inventory of process will be validated, the task force will map the processes by identifying the following elements:
Interactions among Business Processes,
Business Process Owners,
Business Process Customers,
Existing Information Systems,
Existing documented procedures Customers:
Groups or individuals who have a business relationship with DG HR, and who receive and use or are directly affected by the services of the DG HR. Process Owner:
Individual held accountable and responsible for the workings and improvement
of one of the DG HR's defined processes and its related sub processes. Customers include:
Direct recipients of services,
Internal customers who produce services for final recipients, and
other Offices, DG that interact with DG HR to produce services. The task force will describe how a business process is currently structured.
In process improvement efforts, it is used to establish a baseline for measuring subsequent business improvement actions and progress. The Task force will provide Steering Committee with a process model redesigned.
The "to be" model shows how the business process will function after the improvement action is implemented. Collect and Analyse comptence development needs
Define strategic learning and development framework
Implement competence development tools A more in depth analysis will be carried out by the Task Force for the Client processes, providing a sound basis for the Assessment Phase through:
The identification of process clients to be consulted,
The collect of procedures to be reviewed,
The identification of Information System to be developped or rationalised. Process Owner DG Local unit Process Users Clients representative Offices The facilitation Team will ensure that the participants provide all relevant information related to the process making possible the creation/update of the process diagram live during the session. 5-7 Participants
Process Owner & key process users 10-12 Participants
Process Owner, key process users, DG Local Unit, EPSO, PMO, others if needed Key actors are not available limiting valuable input to BPR (Task Force Members, Process Owners and actors, Customers, etc) Dependence on consultants All modelling and analyses are done by consultants. As a result, managers and staff become indifferent to the BPR exercise and there is no continuous improvement process in place. Risks Lack of commitment A project planning will be developed in MS Project defining the main project tasks, the responsibilities of actor, and an estimation of the period and the number of days required for each key actors. Involvement of extended task force with knowledge sharing.
Workshop with participation of key processes actors, in particular Process Owner who will get familiar with the BPR methodology.
Regular debriefing to Steering Committee and Top HR management (KPIs).
Handover of the BPR material to the Internal Control Coordinator for continuous monitoring of the quality. Inadequate level of detail Obscure policy High level analysis may provide an insufficient level of detail leading to limited added value.
Project team dives into too much detail in terms of the time and effort . Establish clear BPR Objectives and define modelling convention, as well as the level of detail required.
Step by Step approach: The BPR will focus on clients' needs, and the task generating value. There is no business strategy or management policy as a base for discussing a to-be business process. The process review will focus on the "As-is" situation and in the reporting of process weaknesses.
The task force will report the identified issues to Steering Committee. Monitoring Communication Key Performance Indicators Respect of timetable
Respect of human resources plan
Number of workflows redesigned
Number of resources saved (FTE and Euro)
Reduction of the elapsed timing for reviewed process
Stakeholder's satisfaction survey: a survey will be launched at the end of each process reviewed in order to obtain a feedback of all actors involved. Regular Flash Reports to Steering Committee to debrief on the implementation of BPR BPR Collaborating site will be soon available to ensure smooth collaboration among Task Force Members & to share information with DG HR staff Secretariat General
DGT To be confirmed