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BVPS Partner Training Process Mapping

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BVPS Partner Training Process Mapping

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    2. Contents Introduction to Business Process Improvement Overview of Current State Process Analysis Overview of Future State Process Design Summary

    3. Degrees of Process Change Key Message – There is a big difference between incremental improvement and one-time reengineering Slide Script - So let’s begin with the distinction between process improvement and process reengineering or redesign. Our maxim for BVPS engagements is that the greatest business value returns are achieved by taking small, continuous steps toward improvement. Microsoft Office System technology is a powerful enabler of this incremental approach to process improvement. What we do is not process redesign – this is a great selling strategy for BPAs, but we don’t promise to revolutionize our clients’ business process. Through the course of your engagement, you’ll likely discover that your client is either using the wrong tool for a given process, or using the right tool in the wrong way. Showing them how to make small adjustments to their existing business processes using the Office System will allow you to score quick hits that communicate the value of your client’s existing technology portfolio, as well as your value as a consultant. Additional information for presenter What do we mean by processes change. It’s not BP reengineering – This is a great selling strategy for BPAs. We’re not going to turn your world upside down. Small changes making great impact. Here is the tipping point – getting the small things right can produce huge benefits – ideally we (customer and MS) can find several different areas where BP could be improved through the use of Office System. And Office System helps to get the small things right! Customers will be more comfortable with small improvements rather than reengineering There is considerably less risk both technical risk that the solution will work and human risk that the solution will be adopted. Ask why? at each stage Ask if technology can remove a step? Ask if technology can eliminate activities or speed transitions? Introduce cycle time and work timeKey Message – There is a big difference between incremental improvement and one-time reengineering Slide Script - So let’s begin with the distinction between process improvement and process reengineering or redesign. Our maxim for BVPS engagements is that the greatest business value returns are achieved by taking small, continuous steps toward improvement. Microsoft Office System technology is a powerful enabler of this incremental approach to process improvement. What we do is not process redesign – this is a great selling strategy for BPAs, but we don’t promise to revolutionize our clients’ business process. Through the course of your engagement, you’ll likely discover that your client is either using the wrong tool for a given process, or using the right tool in the wrong way. Showing them how to make small adjustments to their existing business processes using the Office System will allow you to score quick hits that communicate the value of your client’s existing technology portfolio, as well as your value as a consultant. Additional information for presenter What do we mean by processes change. It’s not BP reengineering – This is a great selling strategy for BPAs. We’re not going to turn your world upside down. Small changes making great impact. Here is the tipping point – getting the small things right can produce huge benefits – ideally we (customer and MS) can find several different areas where BP could be improved through the use of Office System. And Office System helps to get the small things right! Customers will be more comfortable with small improvements rather than reengineering There is considerably less risk both technical risk that the solution will work and human risk that the solution will be adopted. Ask why? at each stage Ask if technology can remove a step? Ask if technology can eliminate activities or speed transitions? Introduce cycle time and work time

    4. Business Process Improvement Workflow

    5. Contents Introduction to Business Process Improvement Overview of Current State Process Analysis Overview of Future State Process Design Summary

    6. Current State Process Analysis Goal: To document, review, and analyze the way a given business process is currently performed in order to improve upon it

    7. Current State Process Mapping and Analysis Current State Process Analysis occurs early in the Solution Workshop and serves as the basis for Future State Process Design and Business Case Development

    8. Developing the Current State Process Map During the Current State Process Mapping session with the CET, work as a group to develop the Current State process using the above sequence Start your analysis at the 100,000’ level, and then repeat the process for the identified 50,000’ level diagrams as needed

    9. Process Mapping Level of Detail Detail Drill Down 100,000 ft. level Very high level; provides a summary of a process at departmental level or above. Captures the major phases of a process. 50,000 ft. level Medium detail level; breaks down a high-level process phase into more detailed process steps. Division/Workgroup task level Ground level Most detail Captures process detail at sub-group or even individual level Level only applicable to extremely high value sub-processes Example The goal of as-is process mapping is to document the process at a level of detail that is both appropriate to discover and address the problems with the process Prior to starting, it is important to decide what level of detail to develop in the process maps “100,000’ level” – high level process map “50,000’ level” – medium level process map “5,000’ level” – detailed process map For a 5-Day Workshop, your should start by developing a 100,000’ level process map, containing roughly 10-15 process steps Once the 100,000’ level process map is developed, each identified process step should be broken down into its sub-process steps (50,000’ level), containing 5-20 process steps If required, individual steps in the 50,000’ level map can be broken into sub-process steps in order to highlight particular problems CET members should identify those process steps requiring further detail either during the initial map development, or during the as-is process mapping analysis sectionThe goal of as-is process mapping is to document the process at a level of detail that is both appropriate to discover and address the problems with the process Prior to starting, it is important to decide what level of detail to develop in the process maps “100,000’ level” – high level process map “50,000’ level” – medium level process map “5,000’ level” – detailed process map For a 5-Day Workshop, your should start by developing a 100,000’ level process map, containing roughly 10-15 process steps Once the 100,000’ level process map is developed, each identified process step should be broken down into its sub-process steps (50,000’ level), containing 5-20 process steps If required, individual steps in the 50,000’ level map can be broken into sub-process steps in order to highlight particular problems CET members should identify those process steps requiring further detail either during the initial map development, or during the as-is process mapping analysis section

    10. Process Mapping Best Practices Try to keep diagrams as simple and clear as possible Make sure to document the process as it actually is, not how it should be Basic process mapping shapes (add in shape library) All process steps should start with a verb All process diagrams should have an identifiable start and end point Text for process steps should be relatively brief and to the point Manual, automated, and combination manual/automated steps should be denoted differentlyBasic process mapping shapes (add in shape library) All process steps should start with a verb All process diagrams should have an identifiable start and end point Text for process steps should be relatively brief and to the point Manual, automated, and combination manual/automated steps should be denoted differently

    11. Process Mapping Shape Library

    12. Step 1: Identify Beginning and End of Process Associated With Pain Defining the beginning and end of a process will help focus the discussion and define the scope of the process analysis – often this can be a hard thing to establish. Boiling the ocean. Where does the process begin? What is the first step? Where does the process end? What is the last step? Ensure that all discussion is within scope and scale. The first step is to agree with the CET what the beginning and end-points of the process are at the 100,000’ level. Given that there could be many processes at a given company, and that the processes could span departments, geographies, etc., it’s important to ensure all team members are on the same page regarding what is to be developed. Facilitator will ask the CET what the first step in the process is Facilitator will write down the group’s answer on a Post-It and place it on the flipchart paper Facilitator will then ask the CET what the last step in the process under consideration is Facilitator will write down the group’s answer on a Post-It and place it on the flipchart paper Ensure group agreement prior to moving to Step 2: Determine Key Process Participants Defining the beginning and end of a process will help focus the discussion and define the scope of the process analysis – often this can be a hard thing to establish. Boiling the ocean. Where does the process begin? What is the first step? Where does the process end? What is the last step? Ensure that all discussion is within scope and scale. The first step is to agree with the CET what the beginning and end-points of the process are at the 100,000’ level. Given that there could be many processes at a given company, and that the processes could span departments, geographies, etc., it’s important to ensure all team members are on the same page regarding what is to be developed. Facilitator will ask the CET what the first step in the process is Facilitator will write down the group’s answer on a Post-It and place it on the flipchart paper Facilitator will then ask the CET what the last step in the process under consideration is Facilitator will write down the group’s answer on a Post-It and place it on the flipchart paper Ensure group agreement prior to moving to Step 2: Determine Key Process Participants

    13. Step 2: Determine Key Process Participants We now will determine the key stakeholders involved in the process Start with departments and divisions, then identify any relevant groups or sub-groups Include both internal and external stakeholders that participate in the process Stakeholders identified will form the “swimlanes” of the process diagram The second step in developing an as-is process diagram is determining the stakeholder or participants in the process Each identified participants will receive a swimlane on the process diagram At the 100,000’ level, participants should be identified at the department level or equivalent, and there should be 2-5 participant lanes At the 50,000’ level participants should be identified at the group level, though this could be done at the job title level depending on situation At the 5,000’ level, participants should be identified at the job title level Facilitator will ask the CET what participants are involved in the process to get from the identified starting point to the identified end point Facilitator will write the group’s answers on Post-Its and place them on the left side of the flipchart paper Ensure group agreement prior to moving to Step 3: Document Key Process Steps We now will determine the key stakeholders involved in the process Start with departments and divisions, then identify any relevant groups or sub-groups Include both internal and external stakeholders that participate in the process Stakeholders identified will form the “swimlanes” of the process diagram The second step in developing an as-is process diagram is determining the stakeholder or participants in the process Each identified participants will receive a swimlane on the process diagram At the 100,000’ level, participants should be identified at the department level or equivalent, and there should be 2-5 participant lanes At the 50,000’ level participants should be identified at the group level, though this could be done at the job title level depending on situation At the 5,000’ level, participants should be identified at the job title level Facilitator will ask the CET what participants are involved in the process to get from the identified starting point to the identified end point Facilitator will write the group’s answers on Post-Its and place them on the left side of the flipchart paper Ensure group agreement prior to moving to Step 3: Document Key Process Steps

    14. Step 3: Document Key Process Steps With the beginning and the end of the process, as well as the stakeholders involved, we will identify the remaining key process steps Describe the process activity, which stakeholder or stakeholder group performs the activity, in order from beginning to end With the process start and end points, as well as participants / stakeholders identified, the next step is to work with the CET to document the 100,000’ level process steps to get from the start to the end Facilitator should identify process steps in the following way: Facilitator asks the CET for the next step following the process start Facilitator writes down the process step on a Post-It, beginning with a verb CET identifies which participant (or participants, if multiple participants involved in a given step) performs the process step CET determines whether the process step is primarily manual in nature, automated (performed by a system), or a combination of manual and automated Facilitator places the Post-It on the flipchart paper in the appropriate swimlane Repeat these steps until each process step is document and ordered correctly on the flipchart paper Ensure group agreement prior to moving to Step 4: Determine Work and Cycle Times With the beginning and the end of the process, as well as the stakeholders involved, we will identify the remaining key process steps Describe the process activity, which stakeholder or stakeholder group performs the activity, in order from beginning to end With the process start and end points, as well as participants / stakeholders identified, the next step is to work with the CET to document the 100,000’ level process steps to get from the start to the end Facilitator should identify process steps in the following way: Facilitator asks the CET for the next step following the process start Facilitator writes down the process step on a Post-It, beginning with a verb CET identifies which participant (or participants, if multiple participants involved in a given step) performs the process step CET determines whether the process step is primarily manual in nature, automated (performed by a system), or a combination of manual and automated Facilitator places the Post-It on the flipchart paper in the appropriate swimlane Repeat these steps until each process step is document and ordered correctly on the flipchart paper Ensure group agreement prior to moving to Step 4: Determine Work and Cycle Times

    15. Step 4: Determine Work and Cycle Times and Other Relevant KPIs Determine Work and Cycle Time for each step in the process Most common KPIs Work Time = Labor hours directly attributable to process step Cycle Time = Elapsed time from step begin to step end Additionally, identify any relevant Key Performance Indicators of the process. Examples could include: Number of units processed daily / monthly / yearly by organization Number of units processed per person Cost to process unit or service Customer or stakeholder satisfaction with process After identifying and sequencing the relevant process steps, the next step is to assign approximate durations to each process step, both in terms of the actual work hours required to complete the task and the overall cycle time. For example, reviewing a passport application might only require 15 minutes of a person’s time to reach an approve/deny decision (actual work time = 15 minutes), but the amount of time that passes from application submission to passport receipt can take up to 6 months (overall cycle time = 6 months). For each process step, Facilitator will ask the CET for approximate work time and cycle time Facilitator will make a note of responses on the Post-Its In addition to work and cycle times, work with the CET to identify any relevant key performance indicators of the process. Examples could include: Number of units processed daily / monthly / yearly by organization Number of units processed per person Cost to process unit or service Customer or stakeholder satisfaction with process Ensure group agreement prior to moving to Step 5: Identify Decision Points in the Process Work Time = the actual time it takes for a unit of work to be processed Decreasing work time is effectively increasing productivity on an individual level (e.g., headcount) Work time is a component of cycle time Cycle Time = the total time that elapses in a process from end-to-end Decreasing cycle time includes decreased work time and the transitions between each step Cycle time is used extensively to measure “business” KPIs Key Message – There are two main types of process-based KPI’s – Work and Cycle time Need to give example – producing a report may take two weeks, but during those two weeks you must also do many other things. You may actually only spend 10 hours on the report. Slide Script – Business process improvements are measured in two ways: by improving individual productivity or decreasing the total cycle time to complete the task. Work Time measures demonstrate individual productivity improvements and while important may not provide any greater business or financial value (except that productivity improvements often lead to cycle time improvements as well). Cycle Time improvements almost always create significant business and financial value – faster time to market, fewer days to warehouse items, faster billing cycle time, etc., are all examples of cycle time improvements. Additional information for presenter How are they different? Cycle time includes delays in the process when people are not working, and is independent of the task times or number of workers. Work time can also happen in parallel and may be affected by the number of workers. Why are both important? They drive almost all benefit equations. They translate change into dollars. Work time is a measure of the amount of resources needed to complete the process It is often associated with productivity measurements Volume of work issues Cycle time shows the length of time required to complete a process, and is often associated with competitive issues Time to market Business Agility What does the customer measure?After identifying and sequencing the relevant process steps, the next step is to assign approximate durations to each process step, both in terms of the actual work hours required to complete the task and the overall cycle time. For example, reviewing a passport application might only require 15 minutes of a person’s time to reach an approve/deny decision (actual work time = 15 minutes), but the amount of time that passes from application submission to passport receipt can take up to 6 months (overall cycle time = 6 months). For each process step, Facilitator will ask the CET for approximate work time and cycle time Facilitator will make a note of responses on the Post-Its In addition to work and cycle times, work with the CET to identify any relevant key performance indicators of the process. Examples could include: Number of units processed daily / monthly / yearly by organization Number of units processed per person Cost to process unit or service Customer or stakeholder satisfaction with process Ensure group agreement prior to moving to Step 5: Identify Decision Points in the Process Work Time = the actual time it takes for a unit of work to be processed Decreasing work time is effectively increasing productivity on an individual level (e.g., headcount) Work time is a component of cycle time Cycle Time = the total time that elapses in a process from end-to-end Decreasing cycle time includes decreased work time and the transitions between each step Cycle time is used extensively to measure “business” KPIs Key Message – There are two main types of process-based KPI’s – Work and Cycle time Need to give example – producing a report may take two weeks, but during those two weeks you must also do many other things. You may actually only spend 10 hours on the report. Slide Script – Business process improvements are measured in two ways: by improving individual productivity or decreasing the total cycle time to complete the task. Work Time measures demonstrate individual productivity improvements and while important may not provide any greater business or financial value (except that productivity improvements often lead to cycle time improvements as well). Cycle Time improvements almost always create significant business and financial value – faster time to market, fewer days to warehouse items, faster billing cycle time, etc., are all examples of cycle time improvements. Additional information for presenter How are they different? Cycle time includes delays in the process when people are not working, and is independent of the task times or number of workers. Work time can also happen in parallel and may be affected by the number of workers. Why are both important? They drive almost all benefit equations. They translate change into dollars. Work time is a measure of the amount of resources needed to complete the process It is often associated with productivity measurements Volume of work issues Cycle time shows the length of time required to complete a process, and is often associated with competitive issues Time to market Business Agility What does the customer measure?

    16. It Starts at Measurable Pains Key Performance Indicators (KPIs) are measurable pains Pains have no quantitative value if they cannot be measured Key Message – If the pain cannot be measured, it is not useful to business value analyses. Slide Script – After you identify the customer's pain, you need to push further and ensure that it is something that can be measured. Often pains come across as feelings, frustration for missed deadlines, overflowing pipelines, etc. Describing pains in this way means that you can’t show a direct effect on the business in terms of lost revenue, employee turnover cost, poor customer retention, etc. Why should you focus on pain rather than reasons for pain- you can address the reasons In PPVVC you need to focus on a high-priority pain in order to develop a compelling vision. You may be building a vision that is not based on a pain. We’ll talk in Session II how to calculate the benefits and measure customer pains/KPIs. Additional information for presenter - none Key Message – If the pain cannot be measured, it is not useful to business value analyses. Slide Script – After you identify the customer's pain, you need to push further and ensure that it is something that can be measured. Often pains come across as feelings, frustration for missed deadlines, overflowing pipelines, etc. Describing pains in this way means that you can’t show a direct effect on the business in terms of lost revenue, employee turnover cost, poor customer retention, etc. Why should you focus on pain rather than reasons for pain- you can address the reasons In PPVVC you need to focus on a high-priority pain in order to develop a compelling vision. You may be building a vision that is not based on a pain. We’ll talk in Session II how to calculate the benefits and measure customer pains/KPIs. Additional information for presenter - none

    17. Step 4: Determine Work and Cycle Times and Relevant KPIs

    18. Step 5: Identify Decision Points in the Process After documenting the process steps and associated work and cycle times, the group should go through the process and identify any decision points or cycles, or places where a determination is made Follow the process for Steps 3 & 4 above to identify decision points Ensure group agreement prior to moving to Step 6: Draw Process MapAfter documenting the process steps and associated work and cycle times, the group should go through the process and identify any decision points or cycles, or places where a determination is made Follow the process for Steps 3 & 4 above to identify decision points Ensure group agreement prior to moving to Step 6: Draw Process Map

    19. Step 6: Complete Process Map The final step is to review and document the process diagram Ensure sequencing, stakeholders, decisions, KPIs, etc. are correct This step can be done either with the CET or by the Partner on his or her own. Using Microsoft Visio, Partner should develop As-Is process diagram for review with CET Now that we have documented the Current State process at the 100,000’ level, work with the group or SMEs to develop additional detailed diagrams to inform the process improvements Repeat the 6 process mapping steps for each activity in the 100,000’ diagram, as required Drill down to the appropriate level of detail to justify the business case The final step is to review and document the process diagram Ensure sequencing, stakeholders, decisions, KPIs, etc. are correct This step can be done either with the CET or by the Partner on his or her own. Using Microsoft Visio, Partner should develop As-Is process diagram for review with CET Now that we have documented the Current State process at the 100,000’ level, work with the group or SMEs to develop additional detailed diagrams to inform the process improvements Repeat the 6 process mapping steps for each activity in the 100,000’ diagram, as required Drill down to the appropriate level of detail to justify the business case

    20. Problem Identification and Analysis Vet Current State Process Map with CET Walkthrough the Map, identifying pains and problems Build more detailed process maps where necessary to fully communicate pains Fill out the following templates with the CET Using the newly developed Current State Process Diagrams, conduct a brainstorming session with the CET to identify associated problems with the process End result: Document the Who, What, Where, When, Why, and What Impact of Problems Go through the Current State Process Diagrams with the CET step-by-step, identifying where the key problems are Fill out the templates on the following slides during the discussion Either during or after the CET discussion, overlay the problems identified onto the Current State Process Diagram(s) End result: need the Who, What, Where, When, Why, and What Impact of Problems Problems and ideas generated during this section will be the basis for future-state process design Start out by having CET members individually write down characteristics of current process / problems they experience on post-it notes Facilitator collects post-it notes, another member of partner team asks for volunteers to discuss the issues that they just wrote down If no volunteers, pick someone Go around the room and get everyone’s perspective Keep in mind the 6 Ws – who, what, where, when, why, and what impact Identify problems as specifically as possible Repeat issue identification brainstorm for each level of process identified First go through the 100,000’ level to identify problems Then go through the more detailed process maps and identify problems; it’s at this level that the solution will be designed During the brainstorming phase, do not eliminate or discourage any participant or participant’s ideas Once CET members have finished brainstorming ideas, go through the list of identified issues methodically with the group in order to narrow the number of problems to those that can be addressed through Office System Eliminate any problem duplication Work with the group to eliminate any problems that are outside of the process under review’s scope (e.g., HR issues) Associate narrowed list of problems to applicable process step(s) Document identified problems in template Using the newly developed Current State Process Diagrams, conduct a brainstorming session with the CET to identify associated problems with the process End result: Document the Who, What, Where, When, Why, and What Impact of Problems Go through the Current State Process Diagrams with the CET step-by-step, identifying where the key problems are Fill out the templates on the following slides during the discussion Either during or after the CET discussion, overlay the problems identified onto the Current State Process Diagram(s) End result: need the Who, What, Where, When, Why, and What Impact of Problems Problems and ideas generated during this section will be the basis for future-state process design Start out by having CET members individually write down characteristics of current process / problems they experience on post-it notes Facilitator collects post-it notes, another member of partner team asks for volunteers to discuss the issues that they just wrote down If no volunteers, pick someone Go around the room and get everyone’s perspective Keep in mind the 6 Ws – who, what, where, when, why, and what impact Identify problems as specifically as possible Repeat issue identification brainstorm for each level of process identified First go through the 100,000’ level to identify problems Then go through the more detailed process maps and identify problems; it’s at this level that the solution will be designed During the brainstorming phase, do not eliminate or discourage any participant or participant’s ideas Once CET members have finished brainstorming ideas, go through the list of identified issues methodically with the group in order to narrow the number of problems to those that can be addressed through Office System Eliminate any problem duplication Work with the group to eliminate any problems that are outside of the process under review’s scope (e.g., HR issues) Associate narrowed list of problems to applicable process step(s) Document identified problems in template

    21. Problem Identification Template Facilitator Guidance: Use this template to facilitate a discussion around problems with the as-is process. Feel free to add or subtract columns to capture information relevant to the group. Facilitator Guidance: Use this template to facilitate a discussion around problems with the as-is process. Feel free to add or subtract columns to capture information relevant to the group.

    22. Current State Process Analysis Template This template in conjunction with the problem identification template form the basis for the Current State deliverable analysis. Work with the CET or other relevant stakeholders to fill in the table. This template in conjunction with the problem identification template form the basis for the Current State deliverable analysis. Work with the CET or other relevant stakeholders to fill in the table.

    23. Example Current State Process Diagram with Issues Identified Facilitator Guidance: Use this slide as an example process diagram for the group, highlighting things like shapes used, problem call-outs, etc.Facilitator Guidance: Use this slide as an example process diagram for the group, highlighting things like shapes used, problem call-outs, etc.

    24. Today’s Agenda Introduction to Business Process Improvement Overview of Current State Process Analysis Overview of Future State Process Design Summary

    25. Future State Process Design Goal:

    26. Current State Process Mapping and Analysis

    27. Solution Identification Template

    28. Solution Statement Guidance Good Solution Statement “Develop a process where patient information is collected once and can be readily accessed throughout patient stay in the ER.” Poor Solution Statement “Use InfoPath to create an automated form.”

    29. Solution Summary Matrix Template After the solution brainstorming session, work with the group to narrow the list of solutions to those most valuable and most feasible Select and prioritize process improvements for inclusion in the To-Be Process Facilitator should guide the CET in a discussion to narrow and rank ideas listed, ranking against impact to address the problem and overall implementation effort, thinking through things like Ballpark cost Ballpark Level of Effort Degree to which solution will address problem Degree of change management / estimated cultural acceptance   If this solution were implemented, what would the value to your company be? High Medium Low What type of value would it represent? Strategic High potential Key operational Support Next, you want the customer to give a qualitative value for each solution. If this solution where implemented, what would the value to your company be? Either high, medium, or low. Also, what type of value would it represent? Strategic, high potential, key operational, or support. Value is important in addressing the solutions. As soon as a customer designates high to a specific solution, his mind will be trained on that solution; that is the one he’ll be hoping to have implemented in the POC. The thing to remember is that (as we’ll see) the highest value might not be the best choice. One reason is that suppose the customer stated two of the solutions would be of high value, next the customer would have to ascertain which solution would be better based upon the type of value. If this solution were implemented, how difficult would it be to accomplish? High Medium Low What are the individual ratings of complexity along the following three axes? Technical Organizational change Financial Also, the solution should be based on its complexity. If this solution where implemented, how difficult would it be to accomplish? High, medium, and low. As well as what are the individual ratings of complexity along the following three axes? Technical, organizational change, and financial. Suddenly, the solution the customer most desired has also been deemed the most complex. This doesn’t mean that the customer will forget about it, but instead, later on, he/she will talk with their TDMs on how to adjust for it if it is too complex on the technical side, or will wait until the capital has been pooled if it is high on the financial side. By giving a qualitative value and qualitative complexity to each solution it helps focus the customer on the correct solution based upon their determinations.  After the solution brainstorming session, work with the group to narrow the list of solutions to those most valuable and most feasible Select and prioritize process improvements for inclusion in the To-Be Process Facilitator should guide the CET in a discussion to narrow and rank ideas listed, ranking against impact to address the problem and overall implementation effort, thinking through things like Ballpark cost Ballpark Level of Effort Degree to which solution will address problem Degree of change management / estimated cultural acceptance   If this solution were implemented, what would the value to your company be? High Medium Low What type of value would it represent? Strategic High potential Key operational Support Next, you want the customer to give a qualitative value for each solution. If this solution where implemented, what would the value to your company be? Either high, medium, or low. Also, what type of value would it represent? Strategic, high potential, key operational, or support. Value is important in addressing the solutions. As soon as a customer designates high to a specific solution, his mind will be trained on that solution; that is the one he’ll be hoping to have implemented in the POC. The thing to remember is that (as we’ll see) the highest value might not be the best choice. One reason is that suppose the customer stated two of the solutions would be of high value, next the customer would have to ascertain which solution would be better based upon the type of value. If this solution were implemented, how difficult would it be to accomplish? High Medium Low What are the individual ratings of complexity along the following three axes? Technical Organizational change Financial Also, the solution should be based on its complexity. If this solution where implemented, how difficult would it be to accomplish? High, medium, and low. As well as what are the individual ratings of complexity along the following three axes? Technical, organizational change, and financial. Suddenly, the solution the customer most desired has also been deemed the most complex. This doesn’t mean that the customer will forget about it, but instead, later on, he/she will talk with their TDMs on how to adjust for it if it is too complex on the technical side, or will wait until the capital has been pooled if it is high on the financial side. By giving a qualitative value and qualitative complexity to each solution it helps focus the customer on the correct solution based upon their determinations.  

    30. Prioritization Matrix Template Use one dot per solution, and arrange the dots against the axes of the chart. Keep in mind that this is not a scientific comparison; the goal is to be able to illustrate the relative complexity and value of one solution v. another. Those solutions that fall in the High Value and Low Complexity are ideal solutions for future implementation. Use one dot per solution, and arrange the dots against the axes of the chart. Keep in mind that this is not a scientific comparison; the goal is to be able to illustrate the relative complexity and value of one solution v. another. Those solutions that fall in the High Value and Low Complexity are ideal solutions for future implementation.

    31. Develop the To-Be Process Map As with the Current State process development, repeat the above 6-step process for the To-Be Process design, starting at the 100,000’ level, and then repeating the process for the identified 50,000’ level diagrams Fill out the templates on the following slides during or after the discussion

    32. Future State Process Analysis

    33. Anticipated Benefits - Process

    34. Sample To-Be Process Diagram

    35. Today’s Agenda Introduction to Business Process Improvement Overview of Current State Process Analysis Overview of Future State Process Design Summary

    36. Summary Tailor the complexity of your process maps to your client’s needs/expectations Use a level of detail necessary to fully communicate process pains, or process improvement benefits Get consensus for the process maps early – Don’t Procrastinate! For more information and detail, visit www.microsoftbvps.com

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