Business Process Mapping

Methodology No. M12

August, 2000

2

Objectives:

• To understand and evaluate the activities, tasks, inputs and outputs that occur within a complex work process.

• Visualizing a complex process by decomposing it into a low-tech, high touch, sketch of the retraceable work flows that add-value to a product/service.

• To create an interactive environment where owners, contributors, customers and providers can study and review individual work processes as small events within a large context.

• To introduce an iterative process that generating insights and identifies opportunities to improve customer satisfaction through reduced costs, improved efficiencies, rationalized assets, changed behaviors and reduced cycle-time.

Business Process Mapping

3

The Premise: Effect stakeholder participation and contribution in the work process redesign effort:

“For us, the core of management is...

the art of mobilizing the intellectual resources of all employees in the service

of the firm.” Konosuke Matsushita

To Interact is to Participate

To Participate is to Fingerprint

To Fingerprint is to Commit

To Commit is to Own

To Own is to Mobilize

To Mobilize is to Change

Business Process Mapping

4

The Challenge:

Get providers, customers and stakeholders to actively participate

Engage stakeholder participation right from the start

Involve mid-manager constituents and earn their support

Use Process Mapping to build owners’ confidence

Identify customer and provider value-add opportunities for performance improvements a an iterative process

Draw out and welcome innovation and “out-of-the-box” thinking

Engage all users and providers in the discovery process

5

Business Process Redesign Is Also a Key Mobilization Tool

People:

Culture:

Processes:

Organization:

Technology:

Patronized

Moderate disruption withpersonal risk

Redesign currentstructures procedures,methods and processes

Hierarchical, task andfunctional focus

Automate current practices

Reengineering

Mobilized, Empoweredand Enabled

Dramatic personalchange with shared risk

Rationalize and validate current models before redesigning the processes

Flat, internal and externalprovider/ customer-focus

Innovate breakthroughsvia enabling technologies

IssueParticipative Business Process Redesign

6

Business Process Redesign: Conceptual Overview

A “living” visual blueprint of an entire business process across the organization...

Vertical Levels andHorizontal Functions

The Business Organizational

Work Processes canstretch across many

boundaries

Detail real work flows

Highlight interfaces

Identify decision points

Determine barriers

Determine who is:

Accountable

Responsible

Contributes

Informed

7

1. Overview

2. The Rough-Out

3. The As-Is

4. Determine Opportunities

5. The End-State

6. The Value Proposition

7. Plan-Do-Check-Follow-Up

James Champy Definition:

To redesign the business processes by rethinking work activities, supported by innovations in technology, organization and extended customer relationships to achieve dramatic, measurable performance improvements of cost, quality, service and velocity.

7 Step The Business ProcessRedesign Model

Incrementally Improve Tasks

StreamlineActivities

RedesignWork Processes

Integrated Business Process Transformation

BestPractice

Best-of-Class

World-Class

Best Performance

Incidental Evolutionary Revolutionary

Performance

Importance

2. 3.

6.

5.4.

1.

7.

8

Overview: Three Levels of Process Mapping

Process Flow Illustration

••••

Who,What WhereHow Much How Many

Misc.. Notations

Actual Computer Reports

"Live" Documents

Charts/Graphs

••••

••••

When

••••

••••

Outputs

Decision Points

Files & Storage

Back-up

Feedback Loops

Customer Input

Product/ Service Delivery to Customer

Checklist

• CS Exec• Sr Mgr• Proj Mgr• Consultants• Content Experts• APD• Branch Mgr

FormalRequest

InformalRequest

OutgoingRequest

AssignAccountabilityto PrimaryContact• CS Exec• Sr Mgr• Branch Mgr

Assess Biz Risk

DoDon’t

Thank YouLetter

PreparePre-Presentation

• Past Client• Current Client• Qualify Prospect• Unqualf Prospect• Suspect• SIC

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:• Design Std’s• Guidelines• Examples• Best-of-Class

PreliminaryApproval

Report-outon Results

Determine:•Win Theme•Scope•Hot Issues•Biz Solution•Tech Solution•Trng Solution

Develop DetailProposal Plan

Concurrent:• Roles & Resp• Estimating• Task Plan• Scope• Assumptions• Tech Challenges• References• Staffing• Ind Specialists• Resume Prep• Software• Pricing

Competitive Differentiation

Team Project Requisite

Clarification

InternalRequest

DetermineOffice

Responsible

Branch

Practice

Documentand AssessTech Risk

Proposal PlanningMeeting

Define Add’lFact FindingRequirements

RFP Origin

Present to Client

Select ProposalDevelopment

Team End-State

As-Is

Rough-Out

Examine the content of complex work processes by mapping it as a retraceable flow of interdependent tasks.

1

9

Activities and Interfaces

3

4

5 822

••••••••

11

77

9966

10Yes

No

Success!

Overview: Process Redesign Symbols

8. Resources9. Decision Points10. Interconnects

1. Activities2. Details3. Reports4. Documents

5. Multiple Activities6. Meetings7. Customers:

Internal, External

Use appropriate sets of symbols for

each process

1

10

A value chain is a good starting point

Sketch out the basic pieces

Identify owner, client, customers and providers

Keep it low-tech and flexible

Incomplete is OK

The Rough-Out: Getting Started

Enlist a client to help build the initial Rough-Out

5 Core Value Chains and (Sample) Key Processes

Internal Customers

ProvidersResourcersSuppliers

Business Support: HR / Public Affairs / Legal / Admin / Communications

Information Technology: IT Strategy / Info Mgmt / Knowledge Mgmt / Info Systems

Customer Service

Mar

ketin

g/S

ales

Cus

tom

er/

Tec

h S

ervi

ce

Logistics

Rec

eivi

ngP

rocu

rem

ent

Ass

et M

gmt

Dis

tribu

tion

Sch

edul

ing

Acc

ount

Mgm

t

Eng

inee

ring

Man

ufac

turin

g

& O

pera

tions

Quality Delivery

R&

D /

PD

&I

Mai

nten

ance

Qua

lity

Con

trol

Proposal Development

Process

Customers

2

11

Process Flow Illustration

••••

Who,What WhereHow Much How Many

Misc.. Notations

Actual Computer Reports

"Live" Documents

Charts/Graphs

••••

••••

When

••••

••••

Outputs

Decision Points

Files & Storage

Back-up

Feedback Loops

Customer Input

Product/ Service Delivery to Customer

This baby should be big!…and very, very informal

Facilitator

6’ x 20’+ Role of Paper

What the Rough-OutLooks Like:

2

12

FormalRequest

InformalRequest

OutgoingRequest

InternalRequest

CompetitiveDiffer’tion

Team ProjectRequisite

Clarification

Branch

Practice

AssignAccountabilityto PrimaryContact CS Exec Sr Mgr Branch Mgr

Determine ResponsibleOffice

Documentand AssessTech Risk

Assess Biz Risk

Do

Don’t

YesProposal PlanningMeeting

Thank YouLetter CS Exec

Sr MgrProj MgrConsultantsContent ExpertsAPDBranch Mgr

PreparePre-Presentation

Present toClient

RFP Origin

Past ClientCurrent ClientQualif ProspectUnqualf ProspectSuspectSIC

No

YesClientFeedback

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:

Design Std’sGuidelinesExamplesBest-of-Class

PreliminaryApproval

Select ProposalDevelopmentTeam

Report-outon Results

Define Add’lFact FindingRequirements

Checklist

Determine:

Win ThemeScopeHot IssuesBiz SolutionTech SolutionTrng Solution

Develop DetailProposal Plan

Concurrent:

Roles & Resp Estimating Task Plan Scope Assumptions Tech Challenges References Staffing Ind Specialists Resume Prep Software Pricing

A Close-up Look: Proposal Development Process

?

?

?

?

Rough-Out Example

• Sketch out basic pieces• Leave plenty of blanks• Flag questions

2

13

Validate No.1 with Clients/Owners

Include close-up details

Organize all related forms, reports and collateral's

Keep it informal!

Include every activity and task

Owner’s validation... the original process design, in it’s current operational state

Rough-Out Validation

Clients and owner’s visualize the critical content they are familiar with... within a new context

2

14

Schedule “Process Mapping Fairs”

Invite, managers and supervisors

Socialize & communicate the event

Prepare instructions, tools & props

Display sign-in sheet

Conduct a walk- through/orientation

Proactively solicit new ideas

Providers Validate the Rough-Out

The Providers identify opportunities for improvement

2

Solicit the Provider’s Comments, Ideas and Builds

15

Capture Reality• Rational• Cultural• Emotional• Political

Determine the client

Identify the owner(s)

Begin with the Rough-out as a strawmodel

Work with owners to capture reality of the process

Sketch BIG...wall-paper size

Leave plenty of ”open space”

The As-Is Model

Informal... What’s in place now, warts and all

3

16

FormalRequest

InformalRequest

OutgoingRequest

InternalRequest

CompetitiveDiffer’tion

Team ProjectRequisite

Clarification

Branch

Practice

AssignAccountabilityto PrimaryContact CS Exec Sr Mgr Branch Mgr

Determine ResponsibleOffice

Documentand AssessTech Risk

Assess Biz Risk

Do

Don’t

YesProposal PlanningMeeting

Thank YouLetter CS Exec

Sr MgrProj MgrConsultantsContent ExpertsAPDBranch Mgr

PreparePre-Presentation

Present toClient

RFP Origin

Past ClientCurrent ClientQualif ProspectUnqualf ProspectSuspectSIC

No

YesClientFeedback

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:

Design Std’sGuidelinesExamplesBest-of-Class

PreliminaryApproval

Select ProposalDevelopmentTeam

Report-outon Results

Define Add’lFact FindingRequirements

Checklist

Determine:

Win ThemeScopeHot IssuesBiz SolutionTech SolutionTrng Solution

Develop DetailProposal Plan

Concurrent:

Roles & Resp Estimating Task Plan Scope Assumptions Tech Challenges References Staffing Ind Specialists Resume Prep Software Pricing

Leaderships’ Unabridged, Top-Down, Original Design

OK

OK

OK

OK

Owners Validate the As-Is

• Fill in missing pieces• Include connections• Answer questions

3

17

Individual tasks (content) can be understood within the overall process (context)

Visualize the forest, the trees ...and the bark

Owners with insights generate valuable ideas

Red:Opportunitiesto improve

Yellow:Need for Clarification

Green:Strengths tobe sustained

Rationalize the flow of work in a low-tech, high-touch, interactive environment.

Providers Validate the As-Is Model

3

18

Determine Opportunities: Many Mutual Customer/ Provider Benefits

How-To…

I wish I knew…

BackgroundClarificationQuestions

ChangesImprovementsSimplificationsResourcesQualityQuantitySequenceElimination'sDuplications

Post-its

StrengthsThings to leverageBest practice

H2

H2

Yellow:Need for clarification

Green:strengths to be sustained

IWIK

Red:Opportunities for improvement

4

19

FormalRequest

InformalRequest

OutgoingRequest

InternalRequest

CompetitiveDiffer’tion

Team ProjectRequisite

Clarification

Branch

Practice

AssignAccountabilityto PrimaryContact CS Exec Sr Mgr Branch Mgr

Determine ResponsibleOffice

Documentand AssessTech Risk

Assess Biz Risk

Do

Don’t

YesProposal PlanningMeeting

Thank YouLetter CS Exec

Sr MgrProj MgrConsultantsContent ExpertsAPDBranch Mgr

PreparePre-Presentation

Present toClient

RFP Origin

Past ClientCurrent ClientQualif ProspectUnqualf ProspectSuspectSIC

No

YesClientFeedback

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:

Design Std’sGuidelinesExamplesBest-of-Class

PreliminaryApproval

Select ProposalDevelopmentTeam

Report-outon Results

Define Add’lFact FindingRequirements

Checklist

Determine:

Win ThemeScopeHot IssuesBiz SolutionTech SolutionTrng Solution

Develop DetailProposal Plan

Concurrent:

Roles & Resp Estimating Task Plan Scope Assumptions Tech Challenges References Staffing Ind Specialists Resume Prep Software Pricing

A Close-up Look: Proposal Development Process

Determining Opportunities

• Providers/Owners complete the picture

• Collect and display all displays and props

• Include all related activities and tasks

4

20

The Customers’ Ideal... The Abridged, Bottom-Up Model

Schedule “Process Mapping Fairs”

Pre-present “stretch thinking” to clients

Invite all customers... actively follow-up

Advertise socialize & communicate

Prepare instructions, tools & props

Display sign-in sheet

Conduct a walk-through

Proactively solicit ideas & innovation

The customers identify opportunities for improvement

Determining Opportunities4

21

Create & distribute invitations

Follow-up with calls

Get commitment

Pin-Up, Ads and Wanted Posters

Solicit supervisor support

Explore additional incentives

... Advertise, socialize and blatantly promote two fairs. The “Top-Down” Fair, and the “Front-line” Fair :

Follow-up, Follow-up, Follow-up to

ensure everyone comes to the fair

Determining Opportunities4

22

The End-State Model

Extend Process Map exhibitions

Invite continuous improvements

Identify quick hits

Align opportunities’ BETA with strategy

ID importance Vs performance gaps

Redraw with formal improvements

Qualify opportunities

Quantifiable opportunities

Create benefits case

The Proposed…”Best-Of-All-Possible-Worlds” model faces Stakeholder expectations

The opportunities are evaluated for performance and importance, qualifiable and quantifiable benefits

5

23

A Close-up Look: Proposal Development Process

FormalRequest

InformalRequest

OutgoingRequest

InternalRequest

CompetitiveDiffer’tion

Team ProjectRequisite

Clarification

Branch

Practice

AssignAccountabilityto PrimaryContact CS Exec Sr Mgr Branch Mgr

Determine ResponsibleOffice

Documentand AssessTech Risk

Assess Biz Risk

Do

Don’t

YesProposal PlanningMeeting

Thank YouLetter CS Exec

Sr MgrProj MgrConsultantsContent ExpertsAPDBranch Mgr

PreparePre-Presentation

Present toClient

RFP Origin

Past ClientCurrent ClientQualif ProspectUnqualf ProspectSuspectSIC

No

YesClientFeedback

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:

Design Std’sGuidelinesExamplesBest-of-Class

PreliminaryApproval

Select ProposalDevelopmentTeam

Report-outon Results

Define Add’lFact FindingRequirements

Checklist

Determine:

Win ThemeScopeHot IssuesBiz SolutionTech SolutionTrng Solution

Develop DetailProposal Plan

Concurrent:

Roles & Resp Estimating Task Plan Scope Assumptions Tech Challenges References Staffing Ind Specialists Resume Prep Software Pricing

Parking LotThe End-State Model

5

• Build All stakeholders ideas into map

• Collect additional props • Create Parking Lot for orphan

ideas

24

Consider IT automation implications

Consider innovative, out-of-box new solutions

Determine connections with other work process

Factor in organization layers & levels

Identify operating systems as networks

Determine Core & non-core activities

Determine Strategic & non-strategic activities

Consider all Variables

Build a Value Proposition for End-State Model

Consider the big picture, understand the forest before we prune the trees

6

25

FormalRequest

InformalRequest

OutgoingRequest

InternalRequest

CompetitiveDiffer’tion

Team ProjectRequisite

Clarification

Branch

Practice

AssignAccountabilityto PrimaryContact CS Exec Sr Mgr Branch Mgr

Determine ResponsibleOffice

Documentand AssessTech Risk

Assess Biz Risk

Do

Don’t

YesProposal PlanningMeeting

Thank YouLetter CS Exec

Sr MgrProj MgrConsultantsContent ExpertsAPDBranch Mgr

PreparePre-Presentation

Present toClient

RFP Origin

Past ClientCurrent ClientQualif ProspectUnqualf ProspectSuspectSIC

No

YesClientFeedback

PreparePresentation

SubmitProposal

ProposalFinalProduction

Adhere To:

Design Std’sGuidelinesExamplesBest-of-Class

PreliminaryApproval

Select ProposalDevelopmentTeam

Report-outon Results

Define Add’lFact FindingRequirements

Checklist

Determine:

Win ThemeScopeHot IssuesBiz SolutionTech SolutionTrng Solution

Develop DetailProposal Plan

Concurrent:

Roles & Resp Estimating Task Plan Scope Assumptions Tech Challenges References Staffing Ind Specialists Resume Prep Software Pricing

Evaluate Real Value of Opportunities

Volume: Flow test alternative paths

Time: “Stopwatch” each process step

Cost: Determine person-hours and A&M

Paperwork: Organize all forms and reports

Benchmark: Measure against Industry standards

Lost value: Investment in teams & committees

Build a Value Proposition for End-State Model

6

26

Essen

tial

&

Crit

ical

Neces

sary

Conve

nien

t

Postp

onab

le,

Not n

eede

d

ImportanceRate the importance Customers hold for service / product qualities

Timeliness

Responsiveness

Convenience

$ Cost

Accuracy

Training

User Info, Reporting

Service, Courtesy, Helpfulness

Earn

a Par

tner

F

or th

e Fut

ure

Excee

ds

Exp

ecta

tions

Does N

ot M

eet

Exp

ecta

tions

Somew

hat m

eets

Exp

ecta

tions

Mee

ts

Exp

ecta

tions

PerformanceRate the performance levels for service / product qualities

Timeliness

Responsiveness

Convenience

$ Cost

Accuracy

Training

User Info, Reporting

Service, Courtesy, Helpfulness

Remember: The “Boss” is a customer too. His expectations may be very different

from the customers you provide products and services to.

How do you define and measure Service Quality?

What is your biggest complaint ?

Why do your choose us rather than a competitor?

Have your complaints been resolved satisfactorily?

In what areas do we most need to improvement?

What would that improvement look like?

How can we measure that?

How would this improvement effect you or your business competitiveness?

What is your number one challenge to us?

How can we work with you to solve it?

How do you envision extraordinary service?

Guidelines:Interview internal customers to determine which products / services are important to them and to understand the value proposition in fulfilling their expectations.

Build a Value Proposition for End-State Model

6

27

Plan – Do – Check – Follow-Up

Establish the need

Set a clear agenda

ID & overcome barriers

Arrange logistics

Follow the agenda

Record group thinking

Practice good meeting behaviors

Evaluate effectiveness

Complete Assignments

Follow-up on assignments

Follow-up benefits and concerns

Circulate minutes

Plan

Do

Check

Follow-up

7

With the End-State Process Model in hand, It’s now time to make change happen…