CCISymposiumPresenta tion20060528

Business Process Managementfor the Creative Industries: 

Business Process Management for the Creative Industries Michael Rosemann, Stefan Seidel David Court, Arthur ter Hofstede, Lindsay Bradford QUT - Business Process Management Group Australian Film, Television and Radio School Brisbane, 18 May 2006

Or: 

Or meets

Agenda: 

Agenda Our Position within the CCI Business Process Management Business Process Management for the Creative Industries Conclusion and Outlook

Our Position within the CCI: 

Our Position within the CCI

What is BPM?: 

What is BPM? Business Process Management is a structured, coherent and consistent way of understanding, documenting, modelling, analysing, simulating, executing and continuously changing end-to-end business processes and all involved resources in the light of their contribution to business improvement. Definition by the Australian BPM Community of Practice (see also www.bpm-roundtable.com)

Suits versus CreativesManaging the process of creativity without sacrificing creativity: 

Suits versus Creatives Managing the process of creativity without sacrificing creativity Suites Cost reduction Increased flexibility Synergies between TVC and film Business partner integration Improved accountability management Creatives Freedom Inspiration Unconventional approaches Uniqueness Spontaneous teams

Our Partners in the Creative Industries: 

Our Partners in the Creative Industries

Selected Project Drivers: 

Selected Project Drivers How does new technology such as HDTV influence the value chain? How do new distribution channels (WWW, DVD, etc.) influence the value chain? Could there be a better integration between the partners of the value chain? What synergies do exist between the different business units of our organisation? Changing strategies: Companies want to move into the creative stages of the value chain Competition fosters the need for cutting costs

Intended Project Deliverables: 

Intended Project Deliverables BPM Reference Models for the Creative Industries Best-Practice guidelines (e.g. SCOR, ITIL, eTOM) for processes and organisational structures Industry ontology (terminology) Curriculum material for AFTRS & QUT students Core IP of a spin-off consultancy Executable processes based on YAWL

Approach: 

Approach Visual model of the value chain provides the overall structure. Each step will be broken down into more detailed as-is process models. These models will be analysed. To-be process models will be used in order to visualise the proposed process improvement ideas. Construction of configurable reference models Process Automation (Workflow)

Conceptual Framework: 

Conceptual Framework

Value Chain (Processes): 

Value Chain (Processes)

Value Chain (Functions): 

Value Chain (Functions)

Example Process(Post Production 35mm Shoot Tape Finish): 

Example Process (Post Production 35mm Shoot Tape Finish) Parameters: Production Type: Feature Film 35mm Shoot Tape Finish

In Detail: Telecine Process (Film to Tape): 

In Detail: Telecine Process (Film to Tape)

Process Automation: 

Process Automation

Status of the Project and Next Steps: 

Status of the Project and Next Steps Project status (activities in progress) Assessment of value chain As-is modeling of selected processes Next Steps: Completion of as-is modeling Analysis of as-is models Suggestions for process improvements To-be modeling Construction of (configurable) reference model Process execution with YAWL

Conclusion and Outlook: 

Conclusion and Outlook Managing the Process of creativity without sacrificing that creativity Models will facilitate the transfer of tacit knowledge to explicit process knowledge. Models will lead to a better understanding of the value chain and will be a starting point for process improvements. Automation through Workflow Systems Increased understanding for and appreciation of creative industry processes Strengthen the Australian competitiveness