BPM within the European Commission State of Play and Future Prospects

Transcription

1 BPM within the European Commission State of Play and Future Prospects March 2013 Yves Paternoster, Adviser European Commission

2 AGENDA Context State of Play The future?

3 Context New Multiannual Financial Framework ( ) in the financial crisis context Reduction of adminstrative expenditure Reduction of staffing of the same period (5% to 15%) Delivery better service to citizens ("better spending")

4 Context Goals DOING Much MORE with MUCH LESS Modernising public administration 1. Improved and faster policy making to speed up ecomomic recovery(from concept to implementation) 2. Impact driven policy making 3. Reducing adminstrative costs 4. Improving service to citizen

5 Context Modernizing Public Adminstration 1. In Policy Reducing time-to-policy Improving policy 2. In Execution Reduction of administrative costs Improving service to citizens

6 AGENDA Context State of Play The future?

7 State of Play BPM implementations and initiatives (exemples) DG CONNECT DG EAC DG TAXUD ERCEA

8 State of Play Short term Objectives Setup the federated Competence Centre Common Methodology Enterprise Process Repository Community of Practice Medium term Objectives Deploy the methodology in all DGs Consolidate the internal consulting team Adopt a BPM@EC Governance Model Permanent Objective Facilitate cross-dgs resources analysis Participate to convergence projects

9 State of Play DG CONNECT iflow Started in 2005 Technology ColdFusion ~ 90 Business Processes ~ 500k workflow instances Success story: Improve data quality/decrease errors rate Standardize KPIs Simplify audit trails Ease integration of new staff Improve productivity

10 State of Play DG EAC Facilitates governance - Improves communication between business and IT identify and prioritise key processes Provides guidance for those performing the processes, especially newcomers. Makes business processes transparent to the whole organisation, making the tacit knowledge more explicit. Enables comparing process with other Commission, allowing cost savings in IT Streamlining and harmonising Business processes Monitoring on process performance helping in improving KPIs

11 State of Play DG TAXUD BPM approach for EU Customs: Q2 2010: BPM Policy introduced by TAXUD and agreed with the Member States to support the drafting of the Modernised Customs code (MCC) implementing provision (so called now Level 3 Business requirements BPM) : 18 MCC projects run in parallel à 18 MCC BPM packages created and discussed with the Member States (BPMN models initially in VISIO, then imported and maintained in ARIS) Q3 2011: Level 1 Global BPM and Level 2 Interaction BPMs created to meet the identified need for higher level models that depicts the MCC BPM packages and the dependencies between them Q3 2011: "proof of concept" for Level 4 Functional Requirements approved in order to elaborate further the BPM packages by specifying data and requirements for the envisaged IT Systems Q2 2012: BPM Policy expanded to be applied not only to the MCC projects, but to all the projects related to the Customs Business Processes incl. information exchange with partner countries and other Commission DGs (AEO Mutual Recognition Level 3 BPM accepted by Member States and Trade).

12 State of Play DG TAXUD BPM approach for EU Customs (2): Q3 2012: BPM levelling approach successfully introduced and used by the experts from DG TAXUD and DG SANCO in the Single Window CVED project Q4 2012: EU Customs BPM Levelling Guidelines and BPM Methodology established and shared with TAXUD, Member States and Trade Q1 2013: EU Customs Level 1 Global BPM created; change in the ARIS folder structure and customised artifacts to support the UCC and e- customs BPM projects on-going: Level 3 BPM support to the preparation for the new Proposal related the UCC, and to the strategic discussions on air cargo security and a maritime blue belt environment; Level 4 Functional Requirements BPMs

13 State of Play ERCEA Invoice payment processes 1 year (1 MY) project Start: 1500 invoices/year 5 FTE 23 days avg process time 13% of late payments Result: 1800 invoices/year 4FTE 13 days avg process time 0% of late payments Improvement in productivity: 50%

14 State of Play In summary, EC BPM initiatives have: Improved service Improved compliance Improved productivity In the adminstrative machinery.

15 State of Play So what about our goals DOING Much MORE with MUCH LESS Modernising public administration 1. Improved and faster policy making to speed up ecomomic recovery(from concept to implementation) 2. Impact driven policy making 3. Reducing adminstrative costs 4. Improving service to citizen

16 AGENDA Context State of Play The future?

17 The future What did we learned? 1. BPM delivers where it is applied 2. Governance (support from the top) is a key success factor.

18 The future But. 1. Our goals are not always clearly defined (what do we want to acheived with BPM?) 2. Our stories not necessarily convincing for top management ("yet another techie fad" or "why is it interesting for me?") We still need a good "elevator-pitch" to convince top management

19 The future What should we doing now? 1. Convince top management that BPM delivers 2. Engage top management in Strategic BPM initiative to deliver much more with much less 3. Set up the proper Governance stucture

20 The future Example of a key and synthetic message for top management "BPM+IT delivers Process simplification Process harmonisation Process automation Results in double digit productivity increase"

21 The future We need to deliver on improving the administrative machinery Seeing policy making or policy themselve as target for BPM is the next level of maturity

22