1. Connecting Process Professionals
1
Using Business Processes to
support change at CASA
Lenin Jackson
28th May 2013

2. Business Process Management

3. CASA
 CASA’s key role is to conduct the safety
regulation of civil air operations in Australian
territory and the operation of Australian
aircraft outside Australian territory. CASA is
also responsible for ensuring that Australian-
administered airspace is administered and
used safely.

4. Statistics
 34,300 Active Pilots
 14,360 Owners of Aircraft
 7,000 Licenced Aircraft Maintenance
Engineers
 850 Air Operators Certificates
 700 Maintenance Organisations

5. History of BPM in CASA
 Business Process Model Project
 Built the standards for CASA.
 Created a permanent BPM capability.
 Documented a number of business processes.
 Acquisition of advanced process modelling
tool
 Provides value to all of CASA through the
documented processes.
 Reduces time to document processes.

6. Strategic Alignment
 Provide comprehensive, consistent and
effective regulation to enhance aviation
safety.
 Strive for good governance and continuous
improvement in organisational efficiency.
 Endeavour to form effective and appropriate
relationships with the wider aviation
community.

7. Summary of Process Levels
Level Name Diagram Estimate #
Diagrams
1 Enterprise
Process
Diagram
(1) = 1
2 Value Chains
(x35) = 35
3 Process
Variations
(x5) = 175
4 Process
Milestones
(x5) = 875
5 Process
Tasks and
Context
Diagrams
(x8) = 7,000

8. Benefits of BPM
 Quality and consistency.
 Governance and transparency.
 Compliance with regulations.
 Reducing organisational costs.
 Agility and flexibility.

9. BPM Approach
 Identify the current business processes being
undertaken.
 Work with business representatives to identify issues
and areas for improvement.
 Design a new more efficient, effective and
standardised business process for the future.
 Identify and support the changes to forms, manuals,
IT systems, checklists etc. that support the business
process.
 Support the transition to the new business process.
 Continue to review and improve business processes.

10. The COMPLETE vs. DOWNSIZED Change
Lifecycle
ImprovedBAU
(BenefitsRealisation)
CurrentBAU
Justify
BAU
change
Identify
impacted
services
Define
scope of
change
Analyse
current
process
Redesign
process
Change
enablers
impacted
by
redesigned
business
processes
Test
performance
of improved
services
Roll-out
improved
services
Define & plan
BAU
improvement
deliverables
Gather
requirements
for enablers
to change
Design
enablers
Develop
enablers
Test
enablers
(e.g. UAT)
Plan streams
of enablers to
change
Discovering, understanding and agreeing
on the “scope” of required change
The DOWNSIZED change lifecycle
(Traditionally this is the only part of the lifecycle that is acknowledged)
- Matching roles
- Skills development, staffing recruitment
- Facilities & tools
- Performance targets
- Assessments & incentives
Common impacted enablers:
- IT Systems & supporting data
- Business Rules
- Manuals & checklists
- Forms
- Templates
Change Team supported by BPM team (using
Business Process Redesign Methodology)
Change Team supported by Business Analysts, SMEs, ICT, Technical
writers, People & Performance, Safety Education, Property,
Procurement, etc.

11. Navigational Approval Regulation
Implementation
 Documented the current process.
 Used as a basis for discussion and agreement
for changes.
 Once agreed, the associated forms, checklists
etc. were developed to take into account the
required approval steps within the process.
 Successfully rolled out across Australia using the
documented business process for training of
staff.

12. Questions?