Painless Process Mapping. Presented by Margarita Fullerton Senior Manager, Strategy and Decision Support, UBC

Transcription

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2 Painless Process Mapping Presented by Margarita Fullerton Senior Manager, Strategy and Decision Support, UBC 2

3 The Task...

4 Your Search for Answers...

5 A Simple and Effective Approach... Process Definition and Project Planning Process Discovery Analysis of Process + Enablers Ideal State Process Design STAKEHOLDER ENGAGEMENT 5

6 1. Process Definition and Project Planning Key Activities Identify all related business processes Identify process boundaries Set goals for the process Prepare a Plan of action Resources Job descriptions Project Charter Current Metrics

7 1. Process Definition and Project Planning What is a Process? Key characteristics: Set of interrelated activities (steps and decisions) Initiated in response to a triggering event Accomplishes a desired result Controls Triggers, inputs Action or decision Time Condition Resources Steps and decisions Results Service Product Information End-to-end process: Comprises all of the work that should be done to achieve the process goal.

8 1. Process Definition and Project Planning Identify all related business processes P2 P1 P3 P1 What? Who? How? Identify process boundaries Triggers & Results Sub-processes/ steps Variations Participant functions Individual performers Clients Supporting systems, equipment, tools

9 1. Process Definition and Project Planning Develop new Program Promote Program Enroll Participants Business Process Deliver Program Evaluate Program Process Area

10 1. Process Definition and Project Planning Design Process Production Process Academic Process Logistics Process

11 1. Process Definition and Project Planning Design Production Faculty Program Coordinators Functional areas PROCESS: Develop New Program Triggers: New program idea is approved Develop Program Design Develop Program Content Develop Program Resources Coordinate Program Logistics Results: - Program is ready to be offered

12 1. Process Definition and Project Planning GOAL This initiative intends to reduce turnaround time for the design of a program by 35% through the elimination of redundant activities and reduction of errors

13 2. Process Discovery Key Activities Project Kick-off Information Gathering Interviews, shadowing "as-is" Workflow Modeling Process documentation Resources Brown paper exercise Visio

14 2. Process Discovery Build relationships Conduct presession Interviews Understand sensitivities, issues, pain points, history, cultural dynamics, risks, etc. Agree on business terms and business activities Capture main activities and actors What happens next? Who gets it next? How does it get there? Build detail as needed Conduct mapping session

15 2. Process Discovery Document current state Don t get bogged down in details The purpose of Process modeling is to understand the current state not to document it into agonizing detail.

16 3. Analysis of Process + Enablers Key Activities Seek clarification on process steps when needed Process Assessment Gap analysis Resources Assessment by enablers Process metrics Process objectives

17 3. Analysis of Process + Enablers Assessment by Enablers Business mission, strategy, goals and objectives Drives Process Ownership, objectives, and differentiator Drives Business Process Culture, core competencies, and management style Drives Enables Enables Enables Enables Enables Enables Workflow Design Information Systems Motivation & Measurement Human Resources Policies and Rules Facilities (or other) Actors Steps and decisions Flow- sequence, dependency and handoffs Applications Data Information Integration Employee assessment & incentives Reward & punishment Process performance indicators Capabilities Matching people to roles and tasks Recruitment, selection and placement Training Business rules enforced by process Internally set constraints External laws and regulations Workplace layout Furnishings Equipment and machinery Forms or documents Model by Alec Sharp Clariteq Consulting

18 3. Analysis of Process + Enablers Too many handoffs? Too many actors? Redundant activities? Non-value added steps? Gaps? Bottlenecks? Opportunities for automation? Identify leverage points and Focus on the 80/20 Current/historic performance Leverage Point: Part of the process that has a disproportional impact on overall performance. It is likely to be the root cause of the most significant problems. 18

19 3. Analysis of Process + Enablers Support Systems: e.g. Lack of shared data? Unavailable info? Re-keying? Motivation and Measurement: people don t pay much attention to what management says, they pay attention to what management measures C.R. Luigs measures drive behavior It is so much easier to suggest solutions when you don t know too much about the problem. - Malcolm Forbes 19

20 3. Analysis of Process + Enablers Human resources: Are the right people, with the right skills, in the right jobs performing the right tasks? Policies and rules: look for any constraint or requirement that the business imposes that impacts the conduct of a business process Facilities: cases where the workplace and equipment interfere with the process Other: Documentation, templates, forms, sources of data, etc. Assessment should be done in conjunction with core team and SME s 20

21 4. Ideal State Process Design Key Activities Process Analysis, Redesign, and "to-be" Workflow Modeling Process documentation (workflow and requirements) Validation sessions Resources Brown paper exercise Industry benchmarks, best practices

22 4. Ideal State Process Design Capture first impressions of process strengths and weaknesses Assess by each enabler in turn, generating process improvement ideas Make the initial decision on what to do with the process (drop, outsource, leave as is, improve, redesign). What should be done, who should be doing it? Addition of control points and performance measurement Identify quick wins and focus on the 80/20 What other changes are required to support the ideal state? 22

23 A Few takeaways The Problem Named is the Problem Solved ~ Susan Scott Involve the right people Pay attention to connections Less is more! Ask a lot of questions

24 Sources Workflow Modeling Tools for Process Improvement by Alec Sharp & Patrick McDermot

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