Promoting Business Process Management Excellence in Russia
Promoting Business Process Management Excellence in Russia
Promoting Business Process Management Excellence in Russia
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47<br />
<br />
1. Primary project data <strong>in</strong>put<br />
2. Def<strong>in</strong>ition of a set of organizational changes<br />
3. Def<strong>in</strong>ition of a rational set of ISEOTM measures<br />
4. ISEOTM plan development<br />
5. Approach analysis and effectiveness control<br />
USED AT: AUTHOR: Куприянов Юрий DATE: 05.06.2011<br />
PROJECT: FOrTram approach model<strong>in</strong>g<br />
REV: 23.07.2012<br />
NOTES: 1 2 3 4 5 6 7 8 9 10<br />
WORKING<br />
DRAFT<br />
RECOMMENDED<br />
PUBLICATION<br />
READER DATE CONTEXT:<br />
A-0<br />
Set of projected<br />
bus<strong>in</strong>ess<br />
benefits(E)<br />
Primary project<br />
data <strong>in</strong>put<br />
Project Scope and<br />
Environment<br />
1<br />
Prioritized<br />
bus<strong>in</strong>ess benefits<br />
(W)<br />
Def<strong>in</strong><strong>in</strong>ition of a<br />
set of<br />
organizational<br />
changes<br />
2<br />
Identified<br />
organizational<br />
changes (C)<br />
Set of ISEOTM<br />
measures(M)<br />
Organizational<br />
changes<br />
impact<br />
coefficients (AI)<br />
Def<strong>in</strong><strong>in</strong>ition of a<br />
rational set of<br />
ISEOTM<br />
measures<br />
3<br />
Effectiveness<br />
coefficient of<br />
ISEOTM<br />
measures (AE)<br />
IS implementation<br />
methodology<br />
FOrTraM approach<br />
effectiveness<br />
report<br />
Raional set of ISEOTM<br />
measures (M*)<br />
ISEOTM plan<br />
development<br />
4<br />
Ref<strong>in</strong>ed effectiveness<br />
coefficients of ISEOTM<br />
Time and cost features of<br />
ISEOTM measures<br />
ISEOTM plan<br />
Identified<br />
organizational<br />
changes (C)<br />
<strong>Bus<strong>in</strong>ess</strong><br />
process owner<br />
Approch<br />
analysis<br />
and effectivness<br />
control<br />
F<strong>in</strong>al FOrTraM<br />
5<br />
approach report<br />
Project team<br />
Customer<br />
NODE: TITLE: NUMBER:<br />
FOrTraM Approach Usage<br />
A0<br />
FOrTraM-Solver<br />
Figure 16: Procedure model of FOrTraM approach<br />
Each of the steps can be further decomposed and assum<strong>in</strong>g the necessity of perform<strong>in</strong>g expert<br />
valuation us<strong>in</strong>g SMARTS and AHP methods 4 separate roles entitled with different competence<br />
and expertise are subsumed to be <strong>in</strong>volved <strong>in</strong> the realization of FOrTraM scenario (cf. Figure 17).<br />
The formalized description of the FOrTraM with assignment of variables and factor weights to<br />
different aspect of the approach is provided below start<strong>in</strong>g with the first step – def<strong>in</strong>ition of the<br />
bus<strong>in</strong>ess benefits of the project.<br />
1. Def<strong>in</strong>e a set of bus<strong>in</strong>ess benefits ⃗ E = (E 1 , . . . , E m ), where m is the number of bus<strong>in</strong>ess<br />
benefits of the project.<br />
2. Prioritize identified bus<strong>in</strong>ess benefits ⃗ W = {w i } T . Rank<strong>in</strong>g of economic results and assignment<br />
of relative importance factors to them – w i ∈ [0, 1], i = 1, . . . , m – is completed with the<br />
use of AHP.<br />
3. Identify organizational changes ⃗ C = (C 1 , . . . , C n ), where n is the number of organizational<br />
changes.
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