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									HCSC’s Process Excellence Program
  Supporting HCSC’s Strategic Vision
Agenda


 Process Excellence Program Overview

 Implementation of a Governance Model

 Critical Success Factors

 Lessons Learned To date




                                         2
Program Business Drivers

  2010 Vision
    Significant Membership Growth
    Best in Class Service
    Leading Brand


  Center for Process Excellence
    Our goal was to improve our business processes.
    We soon realized that we had to do more.
    We needed to focus on
      • doing business differently;
      • behaving differently; and
      • providing a foundation on which we can achieve our strategic objectives and move
        into the future.



  Regulatory Compliance
                                                                                           3
PEP is aligned with ITG’s Vision Points

ENSURE RELIABILITY AND
    AVAILABILITY IN
   DELIVERY OF ALL         DELIVER FLEXIBLE
      SERVICES            SOLUTIONS THROUGH
                         SEAMLESS INTEGRATION
                             CAPABILITIES
MANAGE CAPACITY TO
SCALE WITH CHANGING
      DEMAND                SUPPORT HCSC’S
                         INDUSTRY AND OPINION
                                                       PEP
                             LEADER ROLE        Goals & Outcomes
   BE A CUSTOMER
  FOCUSED SERVICE                                    Responsive
   ORGANIZATION                                      Reliable
                         ACCELERATE PRODUCT
                           SPEED TO MARKET           Compliant
BE A TRUSTED PARTNER                                 Scalable
IN THE MANAGEMENT OF
     INFORMATION
                         BE THE IT PARTNER OF
                                CHOICE

   ENABLE MERGER
    EXCELLENCE


                                                                   4
PEP Phase I - In A Nutshell

 Reliable control over changes to the production
  environment


 Responsive development and delivery of reliable new
  business systems


 Responsive and reliable resolution of IT incidents


 Achieving regulatory compliance


 Supporting cultural change

                                                        5
Just enough process…
    Project           Significant    Moderate Process     Minimum         Related Items Out of
   Workstream        Reengineering    Reengineering     Necessary for      Scope for Phase I
                                                            SOx


                         
Systems                                                                 Additional CMMi
Development &                                                           processes for Level 3 and
Project Lifecycle                                                       beyond
Management


                         
Change Control &                                                        Additional ITIL Processes
Management


                         
Incident                                                                Problem Management
Management                                                              (Excluded from PEP
                                                                        Phase I, but being
                                                                        addressed by ITG)


                                                            
IT Policy &                                                             N/A
Procedures
Documentation


                                                            
IT Risk Wide Risk                                                       N/A
Assessment


                                                            
Internal Control                                                        N/A
Assessment &
Compliance
Monitoring


                                           
3rd Party Services                                                      N/A

                                                                                                    6
Agenda


 Process Excellence Program Overview

 Implementation of a Governance Model

 Critical Success Factors

 Lessons Learned To date




                                         7
Frameworks for Governance at HCSC

COSO – Governance Framework that was developed
 and is targeted at controlling and governing financial
 reporting processes.

CobiT – IT Governance Framework that was developed
 originally to support IT Auditors. Since SOx it has
 become a helpful tool for IT Managers to IT
 Governance with regulatory compliance.

ITIL – A set of best practices for IT Service
 Management.

CMMi SEI – A process improvement approach for
 Software Engineering
                                                          8
COSO: Internal Control Framework
Part of Sarbanes-Oxley Compliance is COSO Adoption


                                                                                                                     Control Activities
                     Monitoring
                                                                                                      Policies/procedures that ensure management
 Assessment of a control system’s
                                                                                                       directives are carried out.
  performance over time.
                                                                                                      Range of activities including approvals,
 Combination of ongoing and separate
                                                                                                       authorizations, verifications, recommendations,
  evaluation.
                                                                                                       performance reviews, asset security and
 Management and supervisory activities.                                                               segregation of duties.
 Internal audit activities.



         Information and Communication                            Control Environment                                  Risk Assessment

 Pertinent information identified, captured and    Sets tone of organization-influencing control    Risk assessment is the identification and analysis
  communicated in a timely manner.                   consciousness of its people.                       of relevant risks to achieving the entity’s
                                                                                                        objectives-forming the basis for determining
 Access to internal and externally generated       Factors include integrity, ethical values,         control activities.
  information.                                       competence, authority, responsibility.
 Flow of information that allows for successful    Foundation for all other components of
  control actions from instructions on               control.
  responsibilities to summary of findings for
  management action.




                                                                                                                                                 9
Using the Frameworks for ITG

 CobiT – Risk & Control focused; What we should doing;
  Foundation of our policies.
 ITIL – IT Service Delivery and Service Support focused; How we
  should meet the objectives related to IT Operations and
  Production Support. HCSC is focused on Service Delivery &
  Service Support components
 CMMi – IT Systems Development and Project focused; How we
  should meet the objectives related to Systems Development.
  HCSC is focused on CMMi level 2 and some level 3 capabilities.

       Plan          Build           Run            Report

                    CMMi             ITIL

                             CobiT
                                                                   10
COSO – As it relates to IT Governance & PEP

Control Environment
   Policy team
   Tone at the top through Organizational Change & Communication
Risk Assessment
   Risk Management team
Information & Communication
   Organizational Change and Communication
Control Activities
   Process & Control Frameworks CobIT, ITIL, CMMi
Monitoring
   Internal Control Monitoring
   Metrics and Measures

                                                                    11
Implementation Roadmap
 Creation of Governance Framework: defined where we wanted to be
 Development of Process Model for ITG
 Team formation with team leads and process owners
 Process Design Sessions
 Project Initiation & Business Case




                                                                        Customer Engagement
 Detailed Design




                                                                          Communication &
   Org Design
   Process Design
   Technology Design
 Construction
     Development of roles, responsibilities, incentives and measures
     Development of procedures, job aids, and other user guides
     Development and integration of technology environments
     Development of training
     Pilots
 Implementation
     Training
     Acceptance Criteria
     Go Live
     Measurement & Adoption Tracking
     Continuous Improvement                                                                  12
Agenda


 Process Excellence Program Overview

 Implementation of a Governance Model

 Critical Success Factors

 Lessons Learned To date




                                         13
How will we sustain our progress?
  Adoption model and measurement
  Program wide and Project specific metrics
  Substantial training and continuous development
  On site coaches and advisors supporting the new process
   teams
  New PDR/Assessment tools and metrics to shift thinking to
   a process organization
  Revised ITG Incentive plan that supports process
   behaviors
  An ongoing “Process Center/Team” to ensure
   sustainability and process growth on an ongoing basis into
   the future


                                                                14
Agenda


 Process Excellence Program Overview

 Implementation of a Governance Model

 Critical Success Factors

 Lessons Learned To date




                                         15
Lesson’s Learned


  Manage the scope of the change effort (Phase I, Phase II)
  There are no one sized fits all solutions
  Deemphasize the frameworks as soon as you can (they are a
   means to an end, not the end)
  Business Engagement and buy-in is critical




                                                               16

								
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