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Florian Evéquoz, PhD, Professor Daniel Hadrian, Master in Management of Informa=on Systems Ins=tut für WirtschaCsinforma=k HES-‐SO Valais // Wallis Projektleitung Priorisiertes Vorhaben B1.13 eCH ProzessaustauschplaQorm 06.03.2013
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Outline
Part 1 : Business Process Management (BPM) Part 2 : BPM and Quality Part 3 : BPM in the Public Administra=on Part 4 : eCH Process-‐Pla[orm
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BUSINESS PROCESS MANAGEMENT Part 1
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What is a business process ?
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BPM & QUALITY Part 2
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How can BPM improve the quality of operaAons?
• When documented – Involving stakeholders, communica=on, transparency
– Common knowledge, standardiza=on – Maintain quality
• When enacted / implemented – Enforce conformance – Reduce opera=onal costs
• When evaluated – Con=nuous improvement of quality
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Quality of models
• Quality is a combina=on of several factors
SE
QU
AL,
Lin
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BISE – RESEARCH PAPER
Fig. 1 Guidelines ofModeling (GoM, accordingto Becker et al. 2000, p. 32)
Fig. 2 Semiotic QualityModel (SEQUAL, Lindlandet al. 1994, p. 44)
those quality marks can be measured aremissing. Furthermore it remains unclearhow complete a quality assessment onthe basis of the GoM would be and howthe different marks should be weightedagainst each other.
The 7PMG (Mendling et al. 2010) aimat improving the understandability andthe manageability of business processmodels. Based on the observation thatcontent can be depicted more or less ef-ficiently, concrete measures are proposedto keep the complexity of process mod-els low. The proposed measures affect themodeling style, i.e., the modeler’s use ofthe language. In particular, the 7PMGrecommend to minimize the number ofmodeling elements as well as the numberof in- and outgoing connections, to useonly one start- and one end-element, tosplit and merge control flow parts withanalogous connectors, to label activitieswith a verb and an object, to avoid in-clusive OR connectors, and to decom-pose models that consist of more than50 elements. The 7PMG can be used todetermine the quality of business pro-cess models as concrete quality marks canbe derived from the guidelines. More-over, metrics exist which can quantifythese quality marks (Vanderfeesten et al.2007, p. 180). Yet, it remains unclear ifthe derived quality marks support a com-prehensive assessment of the modelingstyle. Compared to the syntactic and se-mantic correctness of process models, as-sessing the modeling style moreover ap-pears to be less relevant for the mo-ment, although a high-quality modelingstyle admittedly contributes to mitigat-ing modeling faults and to improvingthe maintainability (Mendling et al. 2010,p. 218).
2.2 Analytical Quality AssuranceApproaches
Analytical quality assurance approachesare comparably seldom discussed in liter-ature. To determine the quality of busi-ness process models, in particular theSemiotic Quality Model (SEQUAL) canbe used. Proposed by Lindland et al.(1994), SEQUAL uses the general linguis-tic theory of signs as kernel theory. It sys-tematically distinguishes between qualityaspects of conceptual models which re-fer to the modeling language used, thedepicted real world excerpt, and the in-terpretation of a model by its audience(Fig. 2). The syntactic quality depictsto what extent a model complies withthe formal rules of the modeling lan-guage. The semantic quality describesthe level of equivalence between the realworld excerpt and the model content.The pragmatic quality characterizes theinterpretability of the model by its users.In the course of time, several influenc-ing factors such as the knowledge of themodeler have been identified as deter-minants of the quality aspects and werehence included in the model (Krogstieet al. 2006, p. 98).
SEQUAL further describes require-ments and exemplary quality marks forthe described quality aspects. However,the quality marks are neither explicitlydefined nor listed completely. Moreover,it is not mentioned how the qualitymarks can be quantified. Although em-pirical studies have shown that the qual-ity aspects of SEQUAL are perceived to becomplete during the assessment of busi-ness process models (Moody et al. 2003,p. 299), participants assigned numerousdeficits of the models either to a wrong
quality aspect or to none at all. A ma-jor reason for this was that the qualitymarks are only very vaguely or not atall described in SEQUAL (Moody et al.2003, p. 301). Due to its high degree ofabstraction, the practical applicability ofSEQUAL to determine the quality of con-ceptual models is limited (Shanks andDarke 1997, p. 805).
To mitigate the weaknesses of cur-rent approaches, a systematical develop-ment of analytical frameworks to sup-port the quality determination has beendemanded in literature (Moody 2005,p. 268). In particular, requirements aredescribed that should be met by suchframeworks. On the one hand, newframeworks should be based on thestructure of established frameworks thatdetermine the quality of software suchas the ISO 9126 standard (R1; Moody2005, p. 252). Furthermore, existing ap-proaches should be considered and con-solidated during the development of newframeworks (R2; Moody 2005, p. 266).On the other hand, concrete require-ments with regard to the content ofsuch frameworks exist. Basically, frame-works to determine the quality shoulddefine and categorize relevant qualitymarks (R3), determine metrics to quan-tify the quality marks (R4), and supporta weighting of quality marks (R5) to de-termine their relative importance. More-over, they should name relevant usergroups (R6), which have to be comprisedby the assessment, and outline measures(R7) that must be performed when qual-ity defects are identified (Moody andShanks 1994, p. 97; Shanks and Darke1997, p. 809). Finally, frameworks shouldbe confirmed by experts (R8) to en-sure their acceptance in practice (Moody2005, p. 267).
Business & Information Systems Engineering 5|2012 231
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How to reach quality in process models
• Syntac=cs – Modelling language syntax verifica=on – Style guidelines
• Seman=cs – Completeness, correctness
• Pragma=cs – Limit complexity, reduce contradic=on and redundancy
– Use a glossary of important terms – Subset of modelling elements
Sou
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M fr
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BPM IN THE PUBLIC ADMINISTRATION
Part 3
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Added-‐value for the administraAon’s customer Baubewilligung
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Registre foncier
Sites et Mo- numents
C l i e n t
Enviro- nement
Secrétariat des constructions
Secrétariat des constructions
„Marathon des autorités “
„Cyberadministration en îlots“
Charges procédurales
D e m a n d e P r e s t a t i o n
C o n t ô l e d e d i v e r s p r é - r e q u i s
Décision!
D é m a r c h e a d m i n i s t r a t i v e
A u t o r i t é s
Supervision of the process is the customer’s business
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Added-‐value for the administraAon’s customer Baubewilligung
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Supervision is the administration’s responsibility
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We need processes and we need quality. But …
• Many actors : – 7 federal departments – 26 cantons with their own departments – 2400+ communes
• Federalism • Mul=lingual
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eCH-‐Vorgaben und -‐Hilfsmi[el zum Geschä8sprozessmanagement (1/2)
1. Rahmenkonzepte • eCH-‐0126 Vernetzte Verwaltung Schweiz (Lenk/Schuppan/Schaffroth) • eCH-‐0138 Beschreibung und Dokumenta=on von Aufgaben, Leistungen, Prozessen und Zugangsstrukturen
2. Beschreibungsvorgaben (u.a. BPMN) • eCH-‐0139 Aufgaben und Aufgabenstrukturen • eCH-‐0073 Leistungen • eCH-‐0140 Prozesse [BPMN 2.0!] • eCH-‐0088 Behördengänge
eCH-Vorgaben sind für Bund, Kantone und Gemeinden verbindlich!
Marc Schaffroth / 2012
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eCH-‐Vorgaben und -‐Hilfsmi[el zum Geschä8sprozessmanagement (2/2)
3. Referenzverzeichnisse • eCH-‐0049 Themenkataloge für Unternehmen & Privatpersonen • eCH-‐0070 Inventar der öffentlichen Leistungen • eCH-‐0145 Aufgabenlandkarte der öffentl. Verwaltung 4. Hilfsmi[el • eCH-‐0096 BPM-‐Starter Kit [Projektlei[aden und BPMN-‐Tool] • eCH-‐0074 BPMN Einführung [deskrip=ve Modellierung] • eCH-‐0158 BPMN-‐Modellierungskonven=onen • eCH-‐0143 BPM-‐Organisa=onshandbuch • eCH-‐0162 BPM-‐Reifegradmodell • eCH-‐0161 Social Media Strategie • eCH-‐0163 Rahmenkonzept + Musterlösung Gemeinde-‐Cockpit
Marc Schaffroth / 2012
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BPM in the public administraAon
• Why aren’t we there yet ? – In cantons, usually knowledge and skills, but missing resources
– In communes, no systema=c knowledge, lack of resources
– eCH standards aren’t targeted at the beginner
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ECH PROCESS PLATFORM Part 4
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Source : Schaffroth
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eCH Process-‐plaeorm Features
• Ensure conformance to eCH standards – Quality control
• Community building – Contact point between administra=ons and prac==oners alike
• BPM Self-‐assesment – Evaluate BPM Maturity inside an administra=on and help to take
measures • Involve private companies ac=ve in BPM in public administra=ons
(presenta=on showcase of companies, par=cipa=on to content crea=on, adver=sing, …)
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Project organizaAon
• Priorisiertes Vorhaben eGovernment Schweiz B1.13 – eCH is ffO – Main realizing partner is HES-‐SO Valais – Budget
• 50% own funds HES-‐SO • 50% asked to eGovernment Schweiz (Ak=onsplan 2012 – 2013)
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Project planning
• Main dates – Start : october 2012 – Length : 2.5 years – Quick Wins as early as May, 2013
• Main activities 1. Platform specifiation
(user needs, governance, business model, …) 2. Implementation (technical implementation) 3. Setting up an initial content
(3-4 documentation projects in FR and DE communes)
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Results a8er 5 months
• Defined approach (Lösungsansatz) • Ini=al concepts set
– Users – Portal – Marke=ng – Business model
• Requirements for process publicaAon / quality insurance – business and technical
• Ini=al content – 54 real processes from a pilot commune
• Network of partners (public & private)
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Added value of the plaeorm • For administra=ons
– Facilitate BPM skill crea=on – Example processes – Quality insurance
• For private companies – Point of contact with customers – Good marke=ng with content crea=on
• For all – Na=onal reference point – Community
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CollaboraAons
• « Na=onale Prozessbibliothek », Deutschland • SSGI, ICT ZH, eGov Schweiz BE, SGV
– Content Crea=on • eCH-‐BPM Fachgruppe • HES-‐SO
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CollaboraAons … A1.12, B1.13, B1.14, B2.13?
• Synergy with other eGovernment projects
• Organisa=onal and opera=onal collabora=on • Common goals:
- Provide successful enacted eGov solu=ons - Transparency about the Swiss-‐wide offer of online-‐services in public
administra=on. - „Develop once, use many Ames“.
B2.13: Dienste zum Einsatz von Referenzdaten in den Öffentlichen Verwaltungen B2.02: Behördenverzeichnis B1.14: E-Government Landkarte Schweiz B1.13: eCH-Prozessplattform für Gemeinden und Kantone B1.15: Organisation von nationalen Basisinfrastrukturen im Bereich E-Government B1.05: Einheitlicher Unternehmensidentifikator B1.06: E-Government Architektur Schweiz B2.06: Dienst für die Identifikation und Berechtigungsverwaltung A1.12: Meldungen Adressänderungen, Wegzug, Zuzug
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Take-‐away from the presentaAon
• Public administra=ons need help and guidance to bring their business processes to the quality level of the eCH standards
• The eCH-‐Process-‐pla[orm will be the reference source of documenta=on, examples and community for BPM prac==oners in public administra=ons
• The eCH-‐Process-‐pla[orm will be the point of contact between companies ac=ve in BPM and public administra=ons
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What can you bring to the project ?
• Quality content !
– We are ac=vely looking for coopera=on with public administra=ons and private companies in order to publish ini=al content on the pla[orm (i.e. process documenta=on of public administra=ons)
– Co-‐produc=on concept: the project may par=cipate to the cost of a BPM project by bringing in quality insurance of processes basically for free
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Merci de votre attention
Florian Evéquoz Professor CP B1.13 HES-SO Valais // Wallis [email protected]
Daniel Hadrian Master in Mgmt of Information Systems CP rempl B1.13 HES-SO Valais // Wallis [email protected]