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s eCH-­‐Prozesspla-orm:  Prozessmanagement  der  Zukun8  in  der  Schweizer  Verwaltung    eCH-­‐Plateforme  de  processus:  gérer  le  futur  des  processus  administraAfs  suisses  

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,

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1994

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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  

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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 florian.evequoz@hevs.ch

Daniel Hadrian Master in Mgmt of Information Systems CP rempl B1.13 HES-SO Valais // Wallis daniel.hadrian@hevs.ch