Transformation

Business Process Reorganisation and Business Transformation

 Strategic Context

Abu Dhabi Department of Municipal Affairs are engaged in a transformation programme as a keystone to realising their 2030 vision as delivering world class  municipal services to the citizens. To achieve this they have a portfolio projects which are improving and building the organisation, it's capacity and capability at the same time developing their service offering to Emirati citizens.

 Project Objectives

The Abu Dhabi Department of Municipal Affairs undertook the business process reorganisation of the organisation and it’s business processes to deliver a paradigm shift in business change so as to better serve all their municipal customers and Emirati citizens. 

 How it was done

Stakeholders were briefed on the objectives of the programme, the work phases, and commitment required (particularly important over the holiday periods and Ramadan.

The Programme was rolled out in waves across 4 municipal entities to suit the availability of municipal staff to assess, vision, propose a Could-be operating model. From this a To-be operating model was defined and set. Then with client agreement the To-be model was design was configured in ARIS the preferred business operating model tool. Preparation and facilitation with the client teams followed to make ready for the implementation and deployment of the new  business processes. Through-out we operated a programme wide risk identification, treatment, tracking and analysis system. Data from this was used to adjust the approach and implementation of the design and deployment.

Financial case

The project was anticipated to provide increased service efficiency without the need to increase Departmental headcount. In addition the processes would provide strategic and portfolio rigour which would increase budget utilisation and eliminate mid-year budget reductions based on lower than planned budget utilisation.

The project was initially planned to cost AED 75M over a 36 week period, however this was increased to AED 82M to accommodate unforeseen schedule slippage and extended entity client requirements which emerged during detailed process design. 

Benefits Realized

The client was able to provide increased service efficiency without the need to increase Departmental headcount.

The client was able to use the additional value created through quick wins to simplify front and back-office processes.

The client was also able to use the additional definition created through role and responsibility definition as quick wins to simplify and clarify front and back-office jobs and processes.

 The systematization of operations provided better metrics information and extended the leverage of Performance Management in the organization.

The systematization of project activities provided the tipping point for implementation of Portfolio Management of the Department of Municipal Affairs Initiatives and projects. 

What was achieved:

  • 1536 processes designed and around 1200 processes implemented over the 3 municipalities and the Department of Municipal Affairs
  • 70 SMEs supported by 50 programme management, interpreters and translator staff working across 17 workstreams.
  • Stage gate review reports at 

Value Stream definition; As-is process definitions; Could-be process outlines;  Quick-Wins; Work-stream and SME leading practices; Design reviews of level 1 cross-cutting processes along the Value Stream; To-be process designs (designed in ARIS modeller (SIPOC) to describe integrated end-to-end process definitions); design freeze; deployment plans, training according to divisional capabilities; and the progress of deployment of processes.

as well as an Improved balanced Scorecard score

Note the SMEs fully supported the departmental stakeholders to troubleshoot and embed processes as required with client staff through the first 8 weeks following deployment to overcome technical and deployment challenges

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