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MichaelzurMuehlen,Ph.D.Asst.ProfessorofInformationSystemsStevensInstituteofTechnologySessionTitle:OperationalRiskManagementandBPMWelcometoTransformationandInnovation2007
TheBusinessTransformationConferenceMichaelzurMuehlen,Ph.D.Welc22StevensInstituteofTechnology222StevensInstituteofTechnol33HoweSchoolofTechnologyManagementOffersMBAinTechnologyManagement,MasterofScience(IS,TelecomMgmt,Mgmt,EMTM),Bachelor’sDegree(Business&Technology)Programstaughtoncampusandoff-siteincorporatelocationsClients:ADP,Avaya,BASF,Bristol-MyersSquibb,Chubb,Citigroup,DeutscheBank,J&J,Lockheed,MerrillLynch,PaineWebber,Pearson,Prudential,PSE&G,UBS,UPS,VerizonandothersResearchcenterswithfocusonProcessManagementProjectManagementProductInnovation
333HoweSchoolofTechnologyMa4May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceWhatthisTalkisAboutRisk:DrivingProcessManagementWhatareoperationalrisksinthecontextofBPM?HowtoidentifyoperationalrisksHowtoprioritizeoperationalrisksHowtomakebetterdecisionsbasedonriskinformation444May22-24,2007
WashingtonDMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceMotivationDriversforBusinessProcessManagement(BPM)PerformanceBusinessProcessImprovement
EngineeringofProcess-awareISCompliance
Mandatedcompliance(e.g.SOX)Desiredcompliance(e.g.ISO,ITIL)May22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceYou’reHiredProcess:NewHireIntegrationBackgroundCheckAllocationofofficespaceReservationofphone,pagerCreationofaccessrightsinoperationalsystemsProblem:LostproductivityduetolateprovisioningofworkinfrastructureAutomatingtheprocesscoordinationreducedcycletimefrom2weekaverageto2daysBPMGoal:PerformanceMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceYou’reFiredProcess:EmployeeTerminationRemovalofcomputeraccessrightsCollectionofcompany-issuedphone,pager,accesscardRemovalfromemployeedirectoryProblem:Notallequipmentiscollected,accessrightsremainafteranemployeeleavesAutomatingtheprocesscoordinationensuresthatnostepisforgottenBPMGoal:ComplianceMay22-24,2007
WashingtonDu8May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference8OperationalProcessRiskOperationalRisk:ProbabilitythataprocesswilleitherfailtomeetitsobjectivesormakeexcessiveuseofresourcestomeetthemAdegradationinprocessoutputorprocessconsistencyCanbevaluedfinancially
Riskisaninherentpropertyofanybusinessprocess
Quantifyingoperationalriskexposureisdifficult88May22-24,2007
WashingtonD9May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference9ProcessandRiskManagementProcessRiskProcess-orientedRiskManagementRisk-orientedProcessManagement99May22-24,2007
WashingtonD10May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference10Process-RiskManagementHowcanwesystematicallyidentifyoperationalprocessrisk?Howcanwerepresentriskinpopularprocessmodelingmethods?Howcanwequantifytheriskexposureofprocessesandportfolios?Howcanwedeterminethecosteffectivenessofprocesscontrols?Howcanwesupportrisk-awareprocessdesign?1010May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRiskManagementLifecycleMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferencePotentialBenefitsSystematicmeasurementofProcessRiskenablesusto:
Providerisk-adjustedprocessconfigurationsManagetheriskofprocessportfoliosDeterminethecapitalreservenecessarytocoveroperationalriskcontingenciesDesignfault-tolerantprocessesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRiskManagementandBPMFrew(2006)CompareFrew(2006)May22-24,2007
WashingtonDu14May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCaseStudy:Where’stheMoney?141414May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCaseStudyPayrollprocessatAustralianuniversityFailedinJune20052000+employeesnotpaidintimeExpensivemediationprocedure
ReasonsDataentrymistakeEstablishedmitigationprocedure(doublesign-off)failedLackofriskawarenessMay22-24,2007
WashingtonDuPayrollProcessPayrollProcessMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceProcesswithoutControlActivitiesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCommonRiskModelingMay22-24,2007
WashingtonDu19May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference19RiskPropertiesRiskownerRiskcategory
(e.g.Financial,Operational,Market,Strategic)LastriskevaluationReviewperiodRiskoccurrencehistoryQuantitative&Qualitativeevaluation:AmountofdamagesOccurrencefrequency1919May22-24,2007
Washington20May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference20ControlActivityPropertiesKeyControlActivity(Yes/No)Controltype,e.g.preventive,reactiveControlcategory,e.g.audit,passwordDesigneffectivenessOperatingeffectivenessManual/Automated2020May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCloserLookAtTheProcessMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceComponentRiskMay22-24,2007
WashingtonDu23May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceACloserLook:Faults,Errors,Failures232323May22-24,2007
Washington24May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference24Risk=Faults,Errors,andFailuresFaultVulnerabilityofaprocessthatmayleadtoprocessfailureError-enablingcontextCanbeactiveordormantExample:UnavailabilityofadatabaseserverErrorActionthatmayleadtofailureExample:AttempttoretrievedatafromtheunavailableDBFailureEvent,whenprocessoutputdeviatesfromcorrectoutputExample:Processabortsduetolackofnecessarydata2424May22-24,2007
Washington25May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference25ChainofThreatsFaultsenableErrorsButerrorsmightnothappenforalongtimeProcessdesignshouldstrivetominimizefaultsIffaultscannotbeavoidedweneederrordetection2525May22-24,2007
Washington26May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference26ChainofThreatsErrorsmayleadtoFailuresOptions:prevention,detection,ormitigationIffaultsareknown,wecanminimizeerrors:poka-yokeCost,effortplayarole2626May22-24,2007
Washington27May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference27ChainofThreatsFailuresbecomevisibleatInterfacesNoticeableoncetheprocessresultleavesyourhandsServiceinterfacescanbedescribedinahierarchicalfashionInterfacesareunsuitableforerrormitigation:
PointofNoReturn=timeofhand-over–recoverytime2727May22-24,2007
Washington28May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceFault/Error/FailureinContext282828May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceFaultLatencyFaultInexperiencedStaffMemberonDutyErrorFailureDataEntryMistakeFaultyPayrollRunApprovedComplacentStaffFaultyPayrollRunTransmittedMay22-24,2007
WashingtonDu30May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceWheretoLookFirst:Priorities303030May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferencePrioritize:NotAllFailuresareEqualMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceProcessObjectivesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRisk/GoalMatrixMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceUnderstandRisks–ThenManageThemSource:zurMuehlen,Rosemann(2005)MatchingMitigation?May22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceEvaluationofProcessDesignAlternativesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceSensitivityAnalysisMay22-24,2007
WashingtonDu37May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference37FromControlActivitiestoControlPatterns3737May22-24,2007
Washington38May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceManagingRisks383838May22-24,2007
Washington39May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference39RiskManagementStrategies3939May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceComplianceCompliancemeansadherencetorulesandregulationsProcessmodelsprovideexecutionrulesControlflow:Whathappenswhen?Taskallocation:Whoisinvolved?Rolemodels:Whomaydowhat?Butwhataboutcontext?Businessobjectdependencies:Value/CustomerTypeEnvironmentaldependecies:Season/Off-seasonprocessingRegulatorycompliance:Documentation/AuditCorrelationofmultipleprocessesMay22-24,2007
WashingtonDu4141DistinguishbetweenSoftandHardConstraintsHardConstraints:
ProcessRulesDatadependenciesResourcedependenciesMustnotbeviolatedFailurecanleadtoprocessbreakage
SoftConstraints:
BusinessRulesRiskmitigationactivitiesDocumentationChecksandBalancesCanbeworkedaroundFailurecanleadtonon-compliance414141DistinguishbetweenSoftaMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceManagingRiskwithBPMSUseformalProcessModelstolimitprocessnon-compliance
ProcessModelscanbescripts
ormapsIfScripts:UseBPMStoautomatecontrolflow,taskallocation,application/serviceinvocationIfMaps:Usecollaborativetoolstoallowexecutionflexibility
BPMSprovideriskmanagementservicesAuthorizations/AccessControlEnforcementofroutings,reviewsAuditcapabilitytodocumentcomplianceMay22-24,2007
WashingtonDu43May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceManagingRiskwithBRMSUseBusinessRulestolimitcontextualnon-complianceDocumentprocessobjectivestopreventbusinessrulesfromturningintoprocessrulesPerformanceObjectivescombineBAMwithBRMSDecisionrulesallowcontext-dependentenforcementofoversight
UseBusinessRulesManagementSystemtoenforcecomplianceDocumentruleslimitthestatechangesondocumentsExample:Can’tgofromdrafttoapprovedwithoutreviewCustomerrulesconfigurecasehandling434343May22-24,2007
Washington44May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference44TakeawaysMapRisksfromdifferentanglesFaults(can’teliminateall)Errors(prevent,detect,mitigate)Failure(whereisthepoint-of-no-return?)UseProcessObjectivestodeterminecriticalriskfactorsUseScenarioTechniquestotestdifferentriskmanagementstrategiesCompliancereferstoProcessRulesandBusinessRulesDon’tconfusethetwoBPMScanhelpdocumentandauditprocessrulesBRMScanhelpenforcecontextualrules4444May22-24,2007
Washington45May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCrisis=Risk+Opportunity454545May22-24,2007
WashingtonThankYou5thInternationalConferenceon
BusinessProcessManagementBrisbane,Australia25-27September2007.au/ThankYou5thInternationalCon47May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference47Publications4747May22-24,2007
WashingtonMichaelzurMuehlen,Ph.D.Asst.ProfessorofInformationSystemsStevensInstituteofTechnologySessionTitle:OperationalRiskManagementandBPMWelcometoTransformationandInnovation2007
TheBusinessTransformationConferenceMichaelzurMuehlen,Ph.D.Welc4949StevensInstituteofTechnology4922StevensInstituteofTechnol5050HoweSchoolofTechnologyManagementOffersMBAinTechnologyManagement,MasterofScience(IS,TelecomMgmt,Mgmt,EMTM),Bachelor’sDegree(Business&Technology)Programstaughtoncampusandoff-siteincorporatelocationsClients:ADP,Avaya,BASF,Bristol-MyersSquibb,Chubb,Citigroup,DeutscheBank,J&J,Lockheed,MerrillLynch,PaineWebber,Pearson,Prudential,PSE&G,UBS,UPS,VerizonandothersResearchcenterswithfocusonProcessManagementProjectManagementProductInnovation
5033HoweSchoolofTechnologyMa51May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceWhatthisTalkisAboutRisk:DrivingProcessManagementWhatareoperationalrisksinthecontextofBPM?HowtoidentifyoperationalrisksHowtoprioritizeoperationalrisksHowtomakebetterdecisionsbasedonriskinformation51514May22-24,2007
WashingtonDMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceMotivationDriversforBusinessProcessManagement(BPM)PerformanceBusinessProcessImprovement
EngineeringofProcess-awareISCompliance
Mandatedcompliance(e.g.SOX)Desiredcompliance(e.g.ISO,ITIL)May22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceYou’reHiredProcess:NewHireIntegrationBackgroundCheckAllocationofofficespaceReservationofphone,pagerCreationofaccessrightsinoperationalsystemsProblem:LostproductivityduetolateprovisioningofworkinfrastructureAutomatingtheprocesscoordinationreducedcycletimefrom2weekaverageto2daysBPMGoal:PerformanceMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceYou’reFiredProcess:EmployeeTerminationRemovalofcomputeraccessrightsCollectionofcompany-issuedphone,pager,accesscardRemovalfromemployeedirectoryProblem:Notallequipmentiscollected,accessrightsremainafteranemployeeleavesAutomatingtheprocesscoordinationensuresthatnostepisforgottenBPMGoal:ComplianceMay22-24,2007
WashingtonDu55May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference55OperationalProcessRiskOperationalRisk:ProbabilitythataprocesswilleitherfailtomeetitsobjectivesormakeexcessiveuseofresourcestomeetthemAdegradationinprocessoutputorprocessconsistencyCanbevaluedfinancially
Riskisaninherentpropertyofanybusinessprocess
Quantifyingoperationalriskexposureisdifficult558May22-24,2007
WashingtonD56May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference56ProcessandRiskManagementProcessRiskProcess-orientedRiskManagementRisk-orientedProcessManagement569May22-24,2007
WashingtonD57May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference57Process-RiskManagementHowcanwesystematicallyidentifyoperationalprocessrisk?Howcanwerepresentriskinpopularprocessmodelingmethods?Howcanwequantifytheriskexposureofprocessesandportfolios?Howcanwedeterminethecosteffectivenessofprocesscontrols?Howcanwesupportrisk-awareprocessdesign?5710May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRiskManagementLifecycleMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferencePotentialBenefitsSystematicmeasurementofProcessRiskenablesusto:
Providerisk-adjustedprocessconfigurationsManagetheriskofprocessportfoliosDeterminethecapitalreservenecessarytocoveroperationalriskcontingenciesDesignfault-tolerantprocessesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRiskManagementandBPMFrew(2006)CompareFrew(2006)May22-24,2007
WashingtonDu61May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCaseStudy:Where’stheMoney?616114May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCaseStudyPayrollprocessatAustralianuniversityFailedinJune20052000+employeesnotpaidintimeExpensivemediationprocedure
ReasonsDataentrymistakeEstablishedmitigationprocedure(doublesign-off)failedLackofriskawarenessMay22-24,2007
WashingtonDuPayrollProcessPayrollProcessMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceProcesswithoutControlActivitiesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCommonRiskModelingMay22-24,2007
WashingtonDu66May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference66RiskPropertiesRiskownerRiskcategory
(e.g.Financial,Operational,Market,Strategic)LastriskevaluationReviewperiodRiskoccurrencehistoryQuantitative&Qualitativeevaluation:AmountofdamagesOccurrencefrequency6619May22-24,2007
Washington67May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference67ControlActivityPropertiesKeyControlActivity(Yes/No)Controltype,e.g.preventive,reactiveControlcategory,e.g.audit,passwordDesigneffectivenessOperatingeffectivenessManual/Automated6720May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceCloserLookAtTheProcessMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceComponentRiskMay22-24,2007
WashingtonDu70May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceACloserLook:Faults,Errors,Failures707023May22-24,2007
Washington71May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference71Risk=Faults,Errors,andFailuresFaultVulnerabilityofaprocessthatmayleadtoprocessfailureError-enablingcontextCanbeactiveordormantExample:UnavailabilityofadatabaseserverErrorActionthatmayleadtofailureExample:AttempttoretrievedatafromtheunavailableDBFailureEvent,whenprocessoutputdeviatesfromcorrectoutputExample:Processabortsduetolackofnecessarydata7124May22-24,2007
Washington72May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference72ChainofThreatsFaultsenableErrorsButerrorsmightnothappenforalongtimeProcessdesignshouldstrivetominimizefaultsIffaultscannotbeavoidedweneederrordetection7225May22-24,2007
Washington73May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference73ChainofThreatsErrorsmayleadtoFailuresOptions:prevention,detection,ormitigationIffaultsareknown,wecanminimizeerrors:poka-yokeCost,effortplayarole7326May22-24,2007
Washington74May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference74ChainofThreatsFailuresbecomevisibleatInterfacesNoticeableoncetheprocessresultleavesyourhandsServiceinterfacescanbedescribedinahierarchicalfashionInterfacesareunsuitableforerrormitigation:
PointofNoReturn=timeofhand-over–recoverytime7427May22-24,2007
Washington75May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceFault/Error/FailureinContext757528May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceFaultLatencyFaultInexperiencedStaffMemberonDutyErrorFailureDataEntryMistakeFaultyPayrollRunApprovedComplacentStaffFaultyPayrollRunTransmittedMay22-24,2007
WashingtonDu77May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceWheretoLookFirst:Priorities777730May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferencePrioritize:NotAllFailuresareEqualMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceProcessObjectivesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceRisk/GoalMatrixMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceUnderstandRisks–ThenManageThemSource:zurMuehlen,Rosemann(2005)MatchingMitigation?May22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceEvaluationofProcessDesignAlternativesMay22-24,2007
WashingtonDuMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceSensitivityAnalysisMay22-24,2007
WashingtonDu84May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference84FromControlActivitiestoControlPatterns8437May22-24,2007
Washington85May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceManagingRisks858538May22-24,2007
Washington86May22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConference86RiskManagementStrategies8639May22-24,2007
WashingtonMay22-24,2007
WashingtonDullesHiltonTheBusinessTransformationConferenceComplianceCompliancemeansadherencetorulesandregulationsProcessmodelsprovideexecutionrulesControlflow:Whathappenswhen?Taskallocation:Whoisinvolved?Rolemodels:Whomaydowhat?Butwhataboutcontext?Businessobjectdependencies:Value/CustomerTypeEnvironmentaldependecies:Season/Off-seasonprocessingRegulatorycompliance:Documentation/AuditCorrelationofmultipleprocessesMay22
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