Keys to Process An event at the beginning A Countable result A Customer who triggered the event Cross functional (& cross departmental) Focus at higher level Scope bound by authority of sponsor

Process identification Use bottom-up approach –activities, milestones, etc. Identify outside related process Document the scope of the process Assess current process performance Identify new process performance goals

Process identification Brainstorming –Think outside the box! –Generate as many ideas, wacky ones too –Everyone contributes –Cluster similar ideas, cull –Delphi

Process identification Brainstorming –Milestones any desired result of a process or activity e.g. Item is shipped, customer request is met –Rename milestones into steps use verb-noun format –e.g., Ship Item, Reply Customer

Process identification Link Steps –match inputs to outputs –Determine cardinality Identify prospect Schedule meeting Conduct Mkt meeting Establish contract Receive Order Assemble Order Ship Order Calculate Acct. Due Issue Invoice Receive Payment Distribute Payment 1:1 1:M 1:1 M:11:1

Process identification Assemble processes –Group steps with 1:1 links synchronizable flow patterns –Link groups using M:1 or 1:M Variable timing cycles –Name the groups Use active verbs

Process identification Identify prospect Schedule meeting Conduct Mkt meeting Establish contract Receive Order Assemble Order Ship Order Calculate Acct. Due Issue Invoice Receive Payment Distribute Payment 1:1 1:M 1:1 M:1 1:1 Acquire Customer Fulfill Order Collect Account Receivable

Identify event Trigger event –initiated by an actor, customer establishes process boundary –time events –protocol events eliminate these customer reinitiates this process

Stakeholders & results Result –Desired outcome from a process –Discrete, countable –e.g., Order is taken, Customer is seated Objective –Performance target –e.g. Reduce manufacturing cost by 5%

Stakeholders & Results Results –Satisfy a customer –satisfy you & organization –identify all stakeholders and their expectations (results) –good starting point for process identification

Process identification Determine primary steps –represent critical milestones internal to the process –Five to seven –Use decomposition, alternate steps Identify roles Develop data model, ontology

Choosing a process Divine Intervention Analytical approach –Identify critical success factors (CSF) –Identify major processes (5 to 7) –Build a matrix of process by csf –Determine impact of process on csf –Assess broken-ness of process –Compute choice index

Initial Assessment Case for action Metrics Stakeholders Enablers Rationale and Direction Process Poster!

Case for action and vision Case for action –concise statement of why the current process can not be left as-is. –Factual, unexaggerated –persuasive, gripping Vision –articulates the goals for the to-be process

Metrics Count of processes, activities, etc. Time for process –cycle time, work time, time worked, wait time Process participants Efficiency measures Cost measures

Stakeholders Three major groups –Customers –Performers –Owners Other vested parties –Suppliers, government agencies, public, industry groups

Customer Effort required of the customer Should customer monitor process Reasonable rules and requirements Single customer relationship Does anyone care

Enablers The current workflow design Information Technology Motivation and measurement Human resources Policies and Rules Facilities

Case for Action Business context –what is forcing this change External problems Internal problems Diagnostics Consequences of inaction