Process Mapping
Process Mapping
Key items to note when process mapping:
http://www.bpmenterprise.com/content/c060710a.asp
- Follow Best practices and get the right people (SME) for each job.
- Get the bigger picture of the entire system instead of just discrete or departmental views. Understanding interactions. But don’t (lose) losing sight of the forest for the trees.
- Understanding the current processes in depth.
- Prioritize key things that need to be done, elements in critical path, customer delivery preference
- Get key stakeholders involved (just like a project: sponsors, change agents, actual people involved daily/doing the work etc).
The actual people involved must validate the maps and agree to the basic premise of change
Learn from their learnings.
- Define your scope, objectives and outcome of this exercise and have it approved from the stakeholders
(define performance metrics, success criteria)
- Get feedback and improve. It is many a times an iterative delivery and may not be a big bang. It is imperative to give everybody a clear picture of the entire change though they might just be involved in a smaller portion. More is usually better.
- Do proper planning regarding volumes (current and future), potential bottlenecks, remediation plans/contingency etc (especially during the transition)
- Prepare and educate everybody involved of all steps involved.
http://www.bpmenterprise.com/content/c060821a.asp
- Better looking process maps (actual diagram)
- Using proper arrows, boxes, Connectors, page layout.
- Reduce number of bends.
- Breaking it down into readable parts rather than a spaghetti of lines/connectors
- Using top down and drill-down approach. i.e. Level 1 (high-level building blocks) Level 2 (more details), Level 3 (even more details).
- Also use good numbering convention for defining Levels and processes/sub processes in each level.
It is extremely important for the people involved to clearly understand and agree to what is
Key items to note when process mapping:
http://www.bpmenterprise.com/content/c060710a.asp
- Follow Best practices and get the right people (SME) for each job.
- Get the bigger picture of the entire system instead of just discrete or departmental views. Understanding interactions. But don’t (lose) losing sight of the forest for the trees.
- Understanding the current processes in depth.
- Prioritize key things that need to be done, elements in critical path, customer delivery preference
- Get key stakeholders involved (just like a project: sponsors, change agents, actual people involved daily/doing the work etc).
The actual people involved must validate the maps and agree to the basic premise of change
Learn from their learnings.
- Define your scope, objectives and outcome of this exercise and have it approved from the stakeholders
(define performance metrics, success criteria)
- Get feedback and improve. It is many a times an iterative delivery and may not be a big bang. It is imperative to give everybody a clear picture of the entire change though they might just be involved in a smaller portion. More is usually better.
- Do proper planning regarding volumes (current and future), potential bottlenecks, remediation plans/contingency etc (especially during the transition)
- Prepare and educate everybody involved of all steps involved.
http://www.bpmenterprise.com/content/c060821a.asp
- Better looking process maps (actual diagram)
- Using proper arrows, boxes, Connectors, page layout.
- Reduce number of bends.
- Breaking it down into readable parts rather than a spaghetti of lines/connectors
- Using top down and drill-down approach. i.e. Level 1 (high-level building blocks) Level 2 (more details), Level 3 (even more details).
- Also use good numbering convention for defining Levels and processes/sub processes in each level.
It is extremely important for the people involved to clearly understand and agree to what is