Users’ Guide to the CSU Process Architecture
Document information
Version / Date / Author / Comment1.0 / 20th October 2009 / Enterprise Architect, Business Process Management. / First release
The CSU Process Architecture comprises the following artefacts:
- The CSU Process model
- Organisation Unit process models
- Process profiles
In addition, the architecture includes, standards and principles and detailed process maps that describe discrete processes and end to end processes. The latter are currently documented to a limited degree across the university and held in a variety of forms and locations depending on the owner. No central repository yet exists for documented models although this is envisaged for future versions of the process architecture, to enable seamless access to process information. Standards and principles related to process architecture are currently under development and will form part of the next release of the process architecture.
The following describes the artefacts that make up the current version.
The CSU Process Model
The model depicts the core, enabling, planning and governance processes of the University.
The model focuses on what happens and is not concerned with who or when it happens. The model thus should remain stable over time unless the University changes its overall brief.
The model groups processes into four main categories:
Core Processes: Those that reflect the core business of CSU. At the highest level, the core processes are:
- Learning & Teaching and
- Research and Graduate Training
At the next level, each of these is broken down into sub processed grouped as PLAN, PREPARE, IMPLEMENT and REVIEW processes.
Example: The ACCREDIT sub-processes include: accredit course, accredit subject, determine academic regulations and determine graduate attributes.
Other processes represented on the model are detailed here.
Enabling Processes:These are the processes generally owned by the divisions and offices of the university that support the core processes. In the CSU process model, these are identified at the highest level only. Enabling processes are considered in the organisation unit process models, i.e. process models of the divisions and offices of the university
Planning Processes: Strategic and operational planning and review processes. The strategic planning processes are generally owned by the Senior Executive and the operational planning processes by Faculty Deans, and Executive Directors and Directors of Divisions and Offices.
Governance Processes: Those that influence the core and enabling processes of the University, Faculty or Division.
The 4 key objectives are also indicated in the model. Ultimately the realisation of value through these key objectives will be possible through the alignment of the core processes of the university with its strategic objectives.
The expression of the institutional values indicates that these must be considered in designing, executing and managing these processes.
Using the Process architecture
Accessing process architecture artefacts
The CSU process model, the organisation unit process models and process profiles are accessible through the Enterprise Architecture and Liaison website. There are intended as a resource for business analysts, solutions co-ordinators, architects and anyone else that has an interest in understanding the processes of the university. The website provides a link to individually documented process profiles on the shared ‘S’ drive. It also provides a link to the yourCSU site whence organisation unit process models can be accessed.
Uses of the architecture
Uses / StakeholderProvides a single view of the core business processes of the university / Business analysis, Process Owners, Architects
Provides outline descriptions of those processes to support the development of initiative proposals. The core process descriptions are available in HTML form on the web pages. The process profiles provide more detailed metadata relating to the core and the enabling processes of the university. / Initiative proposers
Committees with oversight of initiative proposal development, e.g., L&T committee, Institutional Development committee, Research Planning committee, Executive Directors, Deans,
Provide background and a context for analysis phases of process improvement projects. / Business Analysts
Encourage appreciation of the potential impact of process improvement projects on the wider organisation and processes. / Initiative Proposers
Business Analysts, Project Managers, Project Sponsors, Enterprise Architects
Assist in identifying process owners, customers and other stakeholders. / Business Analysts, Project Managers
Support the impact analysis of initiative proposals by enterprise architects. / Enterprise Architects
Provide a reference for the management and review of process health including the identification of issues, impacts and improvement opportunities. / Enterprise Architects, Process Owners.