The Insiders Guide to BPM – Step 2
Description
Presentation from the book, the Insiders Guide to BPM: 7 Steps to Process Mastery
Transcript
The Insiders’ Guide toBPM7 Steps to Process MasteryBy Terry Schurter Step 2 – Build and ElegantDesign The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignThis presentation goes through the following steps:1) Identify the Participants in the Process2) Perform the Agile Style Task Analysis3) Calculate the Process Baseline (work and complexity)4) Identify Actions that reduce work and complexity5) Assess improvement against Goals (from Step 1)Templates are included at the end of the presentation to help inbuilding Elegant process designs.How to Build and Elegant Process Design2The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignEvery process is a story. It is the story of work that peopledo, how they interact with their environment, and with otherpeople in the organization.Without an understanding of this story, we cannot hope toproduce an elegant process design. Can you imagine editing abook without knowing its story first?In Step 2 of the Insiders’ Guide to BPM, we need to build ourunderstanding of the process story so that we can thenimprove upon it.We start to build our understanding of the process story byidentifying the participants in the process.Processes tell a story…3The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignParticipants (who does the work in this process?)4The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.comProcess Participants1 Customer Service Representative2 Agent3 Processor4 Underwriter5 Customer LiaisonProcess Participants1. Participants should be identified by theirrole, most commonly a job title.2. Participants can also be non-employees,including Customers, Partners andSuppliers.Though it is not required, it is recommendedthat participants be recorded in the order oftheir first appearance in the process.Documenting the participants in the processsets the stage for next part of Step 2, creatingthe Agile Style Task Analysis. The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignThe Task Analysis uses the Agile story-style sentence structure like this: Asa [participant] I [action] [object].There are important implications to this technique that include:• Tasks are described in first person – encouraging the analysis to “lookthrough the eyes” of the person doing the work.• The Task sentence structure influences the analysis to identify Tasks asthe interactions [action] of the process participant to the objects[object] around them.• The Task sentence structure builds descriptive work statements thatare easy for people to relate to and to visualize.• The Task descriptions are in a form that is conducive to identifyingadditional work context needed to drive personal productivity, alignprocess designs to real work needs, and create process transparency.The Task Analysis…5The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignThe Agile Style Task Analysis6The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.comParticipantAction(the task being performed)Primary Object(the object of the Action)Work ObjectType1 As an Underwriter I review the application DocumentThe Participant(from our Part1 list) is whoperforms thetaskThis describeswhat theparticipantdoes…This is the object theparticipant interacts with…*Tip – it’s often easier to definethis before the Action…Object Categorization (Customer, Person, Document, System, Queue, etc.) The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignWith the Task Analysis in hand, improvement actions are sought (orvalidated) by their reduction in these key process variables…1) Work as defined by the number of Tasks2) Complexity as defined by number of Tasks, Hand-offs, Participants,Objects and ChallengesIn all cases, we are looking for reduction, or elimination, of work andcomplexity. This is primarily achieved through design andautomation*.*When automation removes work or complexity as experienced by the Participants in theprocess, it is essentially removed or eliminated from the process experience (assuming theautomation does not introduce any new work, interactions or challenges into the process).Simplicity is the Ultimate Sophistication Leonardo da Vinci7The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignAssessing Process Improvement8The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com#Tasks# Hand-offs(each time workchanges hands)# Participants# Objects(unique)# ChallengesB12nBaseline – Total for each category before improvement# Tasks – Total number of Tasks Eliminated# Hand-offs – Total number of Hand-offs Eliminated# Participants – Total number of Participant (roles) Eliminated# Objects – Total number of different objects Eliminated# Challenges – Total number of challenges Eliminated (defined in Step 3)BaselineImprovement 1Improvement 2Improvement n The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignCalculating Net Gain9The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.comTasksHand-offs(each time workchanges hands)ParticipantsObjects(unique)ChallengesB 100% 100% 100% 100% 100%12nTasks – Percent Improvement (Tasks Eliminated/Baseline Tasks)*100Hand-offs – Percent Improvement (Hand-offs Eliminated/Baseline Hand-offs)*100Participants – Percent Improvement (Participants Eliminated/Baseline Participants)*100Objects – Percent Improvement (Objects Eliminated/Baseline Objects)*100Challenges – Percent Improvement (Challenges Eliminated/Baseline Challenges)*100BaselineImprovement 1Improvement 2Improvement n The Insiders’ Guide to BPM: Step 2 Build an Elegant DesignWith improvements assessed and improvement calculated, it is anow a simple process to compare planned improvements to theGoals outlined in Step 1.1) Step 1 built Goals as percent improvement (Targets)2) Step 2 assessed improvements, and calculated their percent ofchange3) From this, it is easy to assess the probability that ourimprovements will (or will not) achieve our goals**If the Target is not being met with the improvements identified, what do we do? Thiscan be an important motivator to go back to improvements and innovate on newways the process can be improvedAlignment to Goals – Are we on Target?10The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.com The Insiders’ Guide to BPM: Step 2 Build an Elegant Design11The Insiders’ Guide to BPM by Terry Schurter – www.tschurter.comhttp://www.amazon.com/Insiders-Guide-BPM-Process-Mastery/dp/0929652096Would you like to learn more about Mastering BPM?http://acuitystudio.com/human-centric-process-analysis-and-improvement/
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