Parliamentary Service Applying BPM to enable better Government services

1
Parliamentary Service Applying BPM to enable
better Government services

Evan Blackman Business Development
Manager Infolink Group Limited
2
Introduction

• Parliamentary Service faced significant
  challenges, common to many NZ governmental
  agencies
• Demand for private sector service levels, with
  competing demand for cost efficiencies
• Applied Business Process Management (BPM) to
  these challenges
• Gained real benefits
• Visibility, Client Service, Productivity,
  Accountability
• Outline BPM approach
• Discuss key learnings for wider application

3
Background

• The Client Parliamentary Service
• Support services for Parliamentary campus and
  Electoral offices
• Project Owner John Preval, Manager, Information
  Communication Services
• The Vendor Infolink Group Limited
• NZ Post new venture company (95.6)
• NZs leading BPM specialist
• Based in Auckland
• Technology Innovator of the Year,
  Computerworld Awards 2000

4
The Challenge

• Traditional Silo business units
• Building Services
• Health, Safety Welfare
• Member Services
• Outsourced operational services
• eg building contractors, security firms
• Resulting Problems
• Units operating in isolation
• Existing systems not supporting the business
• Delivery of services inconsistent and inefficient
• Dispersed information sources (locked in emails,
  paper, individual)
• Lack of Transparency particularly of external
  partners
• Poor service level management
• Unable to provide Accountability and Compliance

5
Dealing with The Problem

• Separate Point applications identified by each
  business unit
• But this was the answer being provided before
  the question was really asked. John Preval
• Tender process managed by HeXad
• Choice of two approaches
• Best-of-breed point applications - Building
  Mgmt, HealthSafety
• Business Process Management system
• Selected BPM solution Viibe from Infolink

6
BPM a quick summary

• Represents a convergence of management theory and
  modern technologies
• Change is constant government agencies need the
  agility to adapt and cope with change
• Traditional IT architectures can have a Medusa
  Effect turning processes to stone
• BPM automates and streamlines and can enable
  you to re-engineer processes without cementing
  new models in code
• Support collaboration between Internal and
  External stakeholders (boundary-less
  coordination)
• Enable technology to be more responsive to
  business
• Removes obstacles between management intent and
  organisational execution

7
Business Process Management
Functions YOU perform for YOURSELF
Functions OTHERS perform for YOU
Functions YOU perform for OTHERS
8
Business Process Management
Functions YOU perform for YOURSELF
Functions OTHERS perform for YOU
Functions YOU perform for OTHERS
9
Why PS Chose BPM and Viibe

• Single Management Tool
• Collaboration
• Automation
• Real-time Reporting
• Flexibility
• Extensibility

10
The Solution Viibe

• Viibe
• Business Process Engine captures automates
  any process
• Internet centric accessed via browser or PDA
• Highly configurable moulds to your business
  requirements
• Created and supported in NZ
• Configured first two processes
• Building Services and Health, Safety
  Welfare
• Delivered as ASP service
• Participants
• PS staff, Parliamentary staff or Clients,
  Contractors
• Live in July 2003
• 1,600 service requests managed

11
PS Virtual Community

• Automated processes
• Role-based views
• Real-time visibilty
• Embedded logic

12
Outcomes for PS

• Before the Parliamentary Service job tracking
  process was implemented, it was necessary for the
  Building Services team to trawl through countless
  emails to initiate and track job requests.
• Peter Wray, Building Services Co-ordinator
• Viibe has provided my team with the ability to
  quickly and easily monitor work in progress and
  the performance of Contractors against agreed
  service levels.

13
PS Viibe system
Viibe Job List
Viibe Navigator Process Tree
Viibe Job Details

Viibe Messenger
14
Key Functionality

• Operational
• Health Safety requests
• Building Management requests
• Scheduled and ad-hoc services
• Asset Management
• Contractors collaborate online
• Client access via Parliamentary Intranet
• Management control
• System
• Role-based Viewing
• Full Audit Trail
• Embedded business rules
• SLA KPI performance
• Automated alerts and notifications

15
Unified Process Architecture
Electoral Offices

Health Safety
Building Services
Building Services
Health Safety
Data
Process Systems People

• Collaboration and extensibility
• Leverage existing systems
• Management control single management tool

16
Outcomes For PS

• Transparency
• Productivity
• Better Client Service
• Improved Service Scheduling
• Ease of Access 8 of 25 Contractors interact
  online
• Real Time Reporting
• Performance Reporting
• Accountability and Compliance
• Bottom line value reduced rework, cut
  inefficiencies

17
Next Steps

• We now have a core platform to which further
  business processes can be added cost-effectively
  in the future.
• Peter Wray, Parliamentary Service
• Extend system and benefits to other areas and
  processes
• Electoral Offices
• Travel request management
• Ministerials
• Management by exception
• Field Mobility phone, PDA

18
Key Learnings From PS

• PS focused on Business Objectives
• Technology was secondary consideration
• BPM enabled PS to bridge the divide between
  Business and IT
• Technology is now responsive to PS business needs
• Silo nature can be overcome
• Human-centred process change management crucial
• Ownership at the coalface
• Mandate for change essential
• Small steps towards goal

19
BPM in Government

• Internationally
• USA States of Jersey Employment Social
  Security Dept
• Benefits, Claims, Payments 
• UK - Birmingham City Council
• HR Payroll  - 55,000 staff, replaced 30
  disjointed systems
• Singapore Government Investment Corporation
• HR across PeopleSoft - process/Web overlay
• New Zealand
• Housing NZ Corp rural lending process, external
  service providers, replaced disjointed local
  systems
• NZ Post International letters supply/service
  chain

20
Summary

• PS had multiple challenges
• Chose BPM to resolve these within unified process
  architecture
• Gained a platform to automate further processes
• External partners brought closer to PS
• Achieved clear gains
• Transparency, Productivity, Client Service and
  Accountability
• BPM?
• www.bpmg.org
• BPM The Third Wave Howard Smith

21
Questions