Asynchronous Collaborative Process Modeling through a Web Forum PhD Presentation University of Weste

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Asynchronous Collaborative Process Modeling
through a Web Forum PhD Presentation
University of Western Sydney
30th July 2002
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Globalisation

• Global marketplace
• One of the main enablers has been Information
  Technology(IT), the Internet and the Web
• Has significantly benefited some industries and
  is expanding to others

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Electronic Business

• Enabling new relationships between suppliers,
  partners and customers
• Brings cost savings and efficiency/effectiveness
  improvement
• Facilitate customisation
• Reduces time to market

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Supply Chain Management Phases of Transformation
Traditional
Phase 1
Supplier
Manufacturer
Distributor
Customer

• New relationships
• Reengineering
• IT enabling of internal and external processes

Phase 2
Digital Value Hub
Phase 3
Customers
Suppliers
Manufacturers
Distributors
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E-Transformation Roadmap
Basic Website
External Processes
Interactive Site
External Business
E-Commerce Site
IT Sophistication
New Processes
Convergence
Effective Organisation
Effective Team
Internal Business
Internal Processes
Effective Individual
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Steps in the E-Transformation Process
Study Environment
Formulate Strategy
Implementation of Strategy
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Different Representations of the Same Process
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Business Process Model Types
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Existing Process Modeling

• Current method consultant
• Time consuming
• Static, once off
• Error prone
• Expensive

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Asynchronous Collaborative Process Modelling
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How it Works

• Set goal for process improvement
• Time
• Cost
• Effectiveness

Identify process to improve
Draw process model shell
Select who can access model
Select people can comment and change model
Process owner reviews
Process owner uses model to implement change
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Collaborative Process Modelling via the Web

• Why
• To give process owners the ability to identify a
  process and have the process participants
  contribute to the model
• How
• Process owner develops a base model and sets a
  goal
• Who
• Participants in process add information to model
• Process owner reviews and summarises model

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Purpose

• Attempt to empower process owners with tools to
  enact their own transformation
• Adding to corporate knowledge
• Adding to a growing toolset which deals with the
  transformation process

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Expected Benefits

• The tool will help identify processes and
  potential areas of improvement
• Bottlenecks will become clearly visible
• Potential solutions can be mapped easily and
  communicated quickly
• Faster time to implement change primarily through
  improved communication of ideas
• Capacity to see the entire organisation wide
  process end-to-end

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Last 6 months

• Interviewed modelling experts
• Created and deployed prototype for CIT
• Partially create questionnaire
• Developing chapters show outline
• Plan to complete by late Dec 2002
• Wrote a paper but rejected, taking feedback and
  attempting again, near completion

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Interviews

• What Organisation have before a Modelling Expert
  Arrives
• No in-house strategy for Business Process
  Modelling
• paper based diagrams
• SME people learn a process through word of mouth
• Big business have training programs
• What Happens when the Organisations try to
  Capture the Modells
• Big business has time to attend workshops and
  hire consultants
• SME individual interviews conducted with key
  managers and information was capture in a mind
  map format
• What Happens After the BPM have been Captured
• SME changes to steps in the process taken and
  perhaps a small scale software system developed
• Big business, a new Information system developed
• Consultant uses CASE tools and UML. Which is
  becoming a standard easy to understand and
  supported by diagramming packages

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Questionnaire

• Qualitative, open ended questions, because answer
  range can not be predicted
• Background of users, technical and process
  modelling
• Positive or Negative view towards change
• Intuitive nature of Modelling symbols
• Usefulness of modells
• Usefulness of Collaborative online environment