The use case is an example of the business flow in credit processing. The change management activities described in the following correspond to those described in the procedure model. The starting point is the existing credit process that is to be changed due to the improvement potential identified in the use case.
The specified processes and databases are fictional and are only intended to illustrate a change management process and the change management functionality in ARIS.
Scenario
After a credit application was received, the person responsible as a model user refers to the QM database to obtain information about processing steps and approval paths. The person responsible notifies the process manager about possible process improvements. The process manager arranges for the process change to be implemented by involving the improvement manager who, in turn, ensures process adaptation by the modeler. Now, the process manager can publish the changed process.
Use case
A credit application has been received and triggers the credit process.
The person responsible finds the credit application in the inbox and reviews the application data to become familiar with it.
To be able to consider possible changes in approval rule and time spans, the person responsible needs to view the current process description. The person responsible uses your company's QM database to obtain information by opening the credit process modeled in ARIS and viewing the current processing steps. Due to the amount of the credit application the superior of the person responsible must approve application processing first. If processing is approved, the person responsible processes the credit application. Subsequently, the superior must release credit payment.
Credit processing is finished once the person responsible and the superior have carried out the activities described in the Credit processing model. The process manager can now evaluate the process flow.
The process manager monitors process execution from time to time or when specific information suggests that the process be changed. Reasons for change can be new tools or organizational restructuring, for example.
The process manager ensures that the process defined is being adhered to by informing all process participants on process changes and ensuring access to the current QM database version. Furthermore, the process manager discusses the current procedure with all process participants.
In addition to the information the process manager receives from process participants, the process manager uses the KPIs from ARIS in order to evaluate current processes, such as processing time. This information enables the process manager to identify additional improvement potential. For example, the following improvement potential and consequences may be detected:
After the process is finished, the person responsible can reassess the credit process based on the experience made. Possibly, unfavorable processes worthy of changing were identified during processing.
When processing the credit application the person responsible established that the process could be accelerated. Since the major part of incoming credit applications is usually unquestionable and therefore will be approved, the person responsible recognizes a significant process improvement in allowing the persons processing an application to make a preselection concerning the applications:
The person responsible discusses the suggestion with the process manager. Both deem the suggestion a significant process improvement because the application wait times and orientations would be significantly reduced:
Person responsible and process manager come to the result of suggesting a model change: The procedure for questionable credit applications is to be retained and the procedure for unquestionable credit applications is to be redefined.
The person responsible enters the model change proposal using ARIS.
As soon as the improvement proposals are saved they are available to the improvement manager.
As soon as the improvement manager has exited the dialog, the modeler in charge can view the tasks.
6. Adapt model
To call up his tasks, modeler Meyer opens the QM database on the Explorer tab.
He selects the name of the QM database, and clicks Change management > Show improvement proposals in the Contents tab bar. The dialog opens and the proposals assigned to modeler Meyer are included in the list. He can specify that just the proposals assigned to him are listed.
Modeler Meyer establishes that he cannot adhere to the deadline due to other tasks. Therefore, modeler Meyer enters a corresponding remark, sets the processing status to Postponed, and exits the dialog.
Since modeler Meyer is not able to implement the improvement measure, the improvement manager needs to correct the defined measure.
The improvement manager assigns the change task to modeler Simon.
Modeler Simon finds the measures pertaining to the Credit processing model in his task list and carries out the model change.
Afterwards, modeler Simon enters a corresponding remark, sets the status of the measure to Done, and exits the dialog. The defined measure has been implemented.
The improvement manager outputs the status changes for the measures defined to review them. In the Edit improvement proposals dialog, the improvement manager verifies whether the measures have been implemented. Afterwards, the improvement manager enables the Done: Reset all change management attributes check box. After the dialog is closed, the improvement proposal is archived and output by the View change management history dialog of the model (tab bar Contents> Change management > History).
The improvement manager informs the process manager about the change in the Credit processing model.
The process manager initiates the real process change by informing the process participants of the change and ensuring that the changed process be executed.
From now, process execution is based on the improved model.
See also