Cities In Disaster
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I was with my bank this morning in Ireland having a coffee with the manager. He recounted a funny story from Monday of this week when he was walking through the front desk and saw a young man with a rucksack and shabby clothes. This man was obviously looking for something or someone but continued to wander aimlessly across the floor in the absence of his target.
Mike approached him to offer his assistance and the young man spoke in a very clear and educated American accent "I am looking for your foreclosures department".
Mike explained that there was no such department at the branch, or even at the organisations head office. Indeed Mike knows of no bank that has either a section or department of this type.
The young man was taken aback and a conversation ensued.
This man had only just gotten off a plain from Chicago and his parents asked him to go to the main office of Irelands largest bank to see if there were are bargains to be had - as they had long aspired to have a holiday home in the land of their forefathers, an "in thing" to do - Michael Jackson had just bought an island off our shores, which can been seen for Sarah Jessica Parkers house on the shore.
In Ireland and in the UK we have robust financial institutions. There has been more than one Government bail out in the UK and the possibility of yet another in Ireland - but these institutions were aggressive and their issues do not arise from domestic mortgage issues but from loans given out to stagnant developments (that looked good at the time).
The issue I point to is the difference between compliance and regulation. As a high level view point, In Europe we have regulation (do what you are told) and in the USA it is compliance (do what you said you would do and what you signed up to do).
I see that there will be huge opportunities for our market space (BPA, BPM, et al) as regulation comes to town in a much larger and more onerous way over the next three years.
And the Governments across the globe are talking of the need for this to be US Congress led. As such, I concur that legislation is imminent, that it will be aggressive, and that it will not have they latent implementation period that SOX had.
I there for believe that the flood gates will open and our SAM will grow exponentially. However it will be the leading few that benefit and the rest will follow on their shirt tails.
Now is the time to make sure that the relationships with the larger SI's are in place, that good research is done, that the board of directors is supported by good industry non-execs, and that more than any other subject, RISK COMMAND AND CONTROL has to be understood and emblazoned as a key feature of the product set (smoke and mirrors will do for most of today’s quadrant vendors). There is a short video here on how to capture risk in a process.
It shall be great - but then again, I might be wrong.........
Mike approached him to offer his assistance and the young man spoke in a very clear and educated American accent "I am looking for your foreclosures department".
Mike explained that there was no such department at the branch, or even at the organisations head office. Indeed Mike knows of no bank that has either a section or department of this type.
The young man was taken aback and a conversation ensued.
This man had only just gotten off a plain from Chicago and his parents asked him to go to the main office of Irelands largest bank to see if there were are bargains to be had - as they had long aspired to have a holiday home in the land of their forefathers, an "in thing" to do - Michael Jackson had just bought an island off our shores, which can been seen for Sarah Jessica Parkers house on the shore.
In Ireland and in the UK we have robust financial institutions. There has been more than one Government bail out in the UK and the possibility of yet another in Ireland - but these institutions were aggressive and their issues do not arise from domestic mortgage issues but from loans given out to stagnant developments (that looked good at the time).
The issue I point to is the difference between compliance and regulation. As a high level view point, In Europe we have regulation (do what you are told) and in the USA it is compliance (do what you said you would do and what you signed up to do).
I see that there will be huge opportunities for our market space (BPA, BPM, et al) as regulation comes to town in a much larger and more onerous way over the next three years.
And the Governments across the globe are talking of the need for this to be US Congress led. As such, I concur that legislation is imminent, that it will be aggressive, and that it will not have they latent implementation period that SOX had.
I there for believe that the flood gates will open and our SAM will grow exponentially. However it will be the leading few that benefit and the rest will follow on their shirt tails.
Now is the time to make sure that the relationships with the larger SI's are in place, that good research is done, that the board of directors is supported by good industry non-execs, and that more than any other subject, RISK COMMAND AND CONTROL has to be understood and emblazoned as a key feature of the product set (smoke and mirrors will do for most of today’s quadrant vendors). There is a short video here on how to capture risk in a process.
It shall be great - but then again, I might be wrong.........
Documentation For The Business
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Documentation For The Business
View more presentations from Alan Crean.
Take a look
Here is a great blog post on Business Optimisation from Jim Sinur of Gartner. It is well worth a read as Jim gets to see trends before they emerge in the market, so a subscription to his blog is valueable
http://blogs.gartner.com/jim_sinur/
Here is a Patient Discharge example process we did
http://www.demoprocessmaster.com/HTML/Output/Hospital%20Patient%20Discharge/Hospital%20Patient%20Discharge.html
http://blogs.gartner.com/jim_sinur/
Here is a Patient Discharge example process we did
http://www.demoprocessmaster.com/HTML/Output/Hospital%20Patient%20Discharge/Hospital%20Patient%20Discharge.html
SOME PROCESS EXAMPLES: I put these process documents up to help Business Users understand basic principles of AS IS and TO BE. You can click in each document so more complex ones are used in education
A VSM of a Orthopaedic Care Pathway http://tiny.cc/Orthopaedic
Parallel Process http://tiny.cc/ParallelProcess
Multi Level Process http://tiny.cc/MultiLevelProcess
Employee New Hire Process http://tiny.cc/NewHireProcess
Sales Process http://tiny.cc/SalesProcess
Simple Process http://tiny.cc/SimplProcess
How to do AS IS discovery video http://tiny.cc/BPMN
If anyone wants any more, then link to me or drop me a line as alan.crean at processmaster.com
We are on the right road
VINDICATION
http://www.networkworld.com/news/2009/040609-10-tech-skills.html
Just a note on the top 10 programs of interest to CIO's - and our stuff is number 1.
http://www.networkworld.com/news/2009/040609-10-tech-skills.html
Just a note on the top 10 programs of interest to CIO's - and our stuff is number 1.
Where Are All The Old People Coming From
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Where Are All The Old People Coming From
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Lean Six Sigma Culture Survey
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Lean Six Sigma Culture Survey
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Reaching out to Aneesh Chopra & Jeff Zients
Dear Aneesh Chopra and Jeffrey Zients
There are three issues with putting in Best Practice Libraries across multiple organisations
How can it be self funding
How can it be quickly assembled
How can the vast multitude of versions (Masters & Variants) be managed without it being complex
For these issues, a solution is one that would have to..........
Automatically import and catalogue any process models that already exist across the estate (no matter what technology they are in)
Enable a full Business Architecture for all of these models.
Facilitate automation in any technology that already exists in the base.
Scenario..........
You can import a process from Ohio that was built in IBM Websphere, Texas can review it in Computer Associates, Florida can test it in BEA Aqualogics, Alaska can deploy it in Metastorm at the same time that Atlanta deploy it in Oracle, Montana can publish the reference documentation, California can create the dedicated intranet site, Oregon can export it into the LMS for eLearning and (soon) Colorado can simulate it in 2nd life – all the same model, no rebuilding or coding required, just point and click does everything in this paragraph.
We have the “change nothing” “use everything I already have” technology for you
Some of the largest brands in the world are using our technology, along with the UK Ministry of Defence and the UK National Health Service – even though we only brought our Enterprise Business Architecture Technology to market last October.
I would really appreciate a chance to chat to someone in your administration - with us, you could have your Best Practice Library published before the kids go back to school after the summer break.
Yours sincerely
Alan Crean
CEO
Process Master
M: +353 857 654455
E: alan.crean at processmaster.com
Business Process Outsourcing & Business Architecture
The typical old fashioned way that business process outsourcing is sold is by first capturing the executives requirements to properly align business process and business systems to the business, so that they can be delivered by an external agency. Uses things like use cases, process maps, etc.
We have moved on. We now apply intelligence to capture the business purpose and then design the business to deliver the desired business outcomes. This is where Business Architecture comes in. There is a need for large corporations, who have an outsourcing strategy, to apply a Business Architecture System (like Process Master) to their operation. Business Architecture supports better service design, org charts, process & role descriptions, and governance needs (and an awful lot more) – allowing the corporation to outsource a set of business models with a defined scope and base line – as opposed to a function that will invariable suffer from quality subsidence unless it is supported properly (time drain) and invested in continually (cash drain).
We have moved on. We now apply intelligence to capture the business purpose and then design the business to deliver the desired business outcomes. This is where Business Architecture comes in. There is a need for large corporations, who have an outsourcing strategy, to apply a Business Architecture System (like Process Master) to their operation. Business Architecture supports better service design, org charts, process & role descriptions, and governance needs (and an awful lot more) – allowing the corporation to outsource a set of business models with a defined scope and base line – as opposed to a function that will invariable suffer from quality subsidence unless it is supported properly (time drain) and invested in continually (cash drain).
Business Process Architecture
Normal people do not understand what business process modelling is, much less business process architecture. Well, its basically drawing an active picture that represents real life activity in an abstract fashion that is stored in a repository.............its ART in an Art Gallery
The real thing to focus on is “why” they are made, and my answer is that they act as signposts for what comes next. Because it’s what comes next is the real reason we work and play. For we have all been drilled with the questions from an early age “what are you doing” what are you up to” “where are you going” – and then when we reach the age of responsibility we get asked “what’s next” “how are you going to achieve that” – it all comes down to direction.
Everything we have been to school to learn was about equipping us to decide what direction we should take and what decisions we should make. We do not always have to do these independently, the most important ones we follow are the ones we do as part of a group. Our choices are critical, our ability to follow a path is critical, and for all of this, we do need a map to help lead us on that path. In business terms, the creation of a process map is called business process modelling.
So follow the business process model to perform your task in the way the company considers to be the most efficient and productive way of doing something. However, the real need for the map is not for the population that would follow instinctively, it’s for the hyperactive few that often have trouble staying on task – they twitter all over the place, and I don’t mean that in mini blogging terms. High level maps with scant detail do not work here as it allows them to jump from strategy to tactic and back again until they hit on what works for them, which may not necessarily work for the business. The ultimate truth is, twitterers will never settle into a groove unless it is clearly laid out to them, they are erratic, because being erratic is fun.
It also works at the opposite end of the spectrum, where unmotivated staff are involved. A poor process map allows them to sink back into a comfort zone of doing little or even nothing. Such staff need clear direction or they will not only make themselves useless, but they may take other “off task”, bringing havoc to the entire process chain.
A well modelled business process will produce a good process map. And a good process map gives proper direction, is considerate of all process resources, is authentic to real life, and crystallises the capacity of your staff to fulfil the process in an enjoyable, patient and passionate way – in other words, it is a process map that everyone can be confident in.
I cannot state clearly enough that good business process modelling is an absolute necessity for any CEO who wants to achieve overwhelming performance from his vision – because the vision is his, and it is the organisations process maps that encompass the “how” of how to achieve it.
But “how” is only good enough for what we need to do today – it is the most important position, but not the only one, for there is always a better future.
“How” is the fully documented best current way of doing a job. “How” is our standard operating procedure, our modus operandi, our reason d’être – it defines us.
But we can always improve “how” with a little bit of “why”.
Turning Good into Better is a function of business process modelling. What we are looking to model is the process in such a way as to improve on the way we already do it. For if I can clean up the way I do something, I can probably extract more productivity. In human terms, a clean desk is known to be a more productive place to work than a messy one – and it’s more fun to work at.
Improve = more = more fun = more joy = Better
If I get to the station five minutes before the train arrives in the morning, then I have to stand all the way to work. If I get there ten minutes early, then I get a seat and can work, so a five minute cost can give me back 35 minutes productivity gain – a clear demonstration of how business process modelling leads to process reengineering, giving new standard operating procedures, delivering greater business benefits.
If the business process is not modelled fully, then you may end up with a group of employees having to bring their own intuition to work, which may lead to stressed workers and stressed managers – and if it is a worldwide business, a simple fact of not having the best paperwork possible can allow occurrences (sick days, employee turnover) that hurt the business. After all, a high-paying job within a poorly organized process area that delivers a screaming boss, no job security and a home life fraught with tension isn't a stable place for most people. Not because the money for the job isn't there, but because basic "hygiene" needs aren't being met.
And meeting those “hygiene” issues in each process improvement project requires a reasonable level of decision making competency. You need to be able to make decisions about decisions.
I recently read a process done by a graduate on how to make the perfect cup of tea – he had decided to fill the kettle, pick Darjeeling tea, use sugar and milk, drink it from a mug and remembered to include the wait time to allow the kettle to boil. However, he missed some basic point of what to do if any component was missing, and his start point assumed he was even in the kitchen. It may seem trivial, but many of us govern or perform processes that are familiar to us, but would be alien to someone coming in cold to the process area.
I recently looked at an internal process that pertains to how we launch a new version of our product (version 3.0 is soon to be released). One of the activities is “get new version logo”. There’s a logo? there’s a design of a logo? There’s a designer? The process documentation did not say where, or what spec it should be, and as our last graphic designer has retired and is yet to be replaced, it was a shortfall in our own documentation. Which is bad enough at this stage, but considering the growth rate, Heaven only knows what bottle neck would surface when we get to V4.0 and have ten times the staff we have today, in treble the number of countries.
And this little activity of “get new version logo” seems basic – but when you are doing a launch of the most profound change to the market, which all the analysts are aware of, and all of the competitors will be watching – you can be very sure that any slip up or delay could have catastrophic consequences.
And yes, you guessed it, this new V3.0 of Process Master is the nirvana of business process modelling – because it breaks the rules of where the responsibility of modelling sits – in the business.
We came up with the idea three years ago and the Analyst told us that no one would use it.
We said we would launch in 2007, but we did not make the market until October 2008, and the Analyst said we had no clue how to launch a product
Our initial design was very basic, and the analyst said “see, I told you”
Process Master is pretty cool, non techies like it
We stopped selling after getting our first three clients – to focus on embedding our software into their operations successfully – and the Analyst said we could not scale well
Process Master is outselling any other product in the market, more that even our ambitious business plan predicted
Process Master is going to end up with 60% market share from a standing start
Process Master is now part of the business strategy for a number of the world’s biggest companies…………….See!!
So why is Process Master being successful, and why has business process capture software emerged from the corporate underbelly? (HINT, click on the link)
Every person I meet has a stand point when it comes to what I’m selling. It might be, "I don't care about that," or it might be, "all big companies are evil" or it might be, "I love new stuff." When that persons stand point is aligned with my message, we have something to build on. If their stand point doesn’t reflect mine, I get ignored. The truth is, I get ignored 80% of the time because it is essentially impossible to tell a story to an entire population and have everyone to take notice.
For instance, we are all effected by climate change but the global warming story, for example, has influenced some people a great deal and been dismissed out of hand by others.
Process Master is good because it is pertinent, it is now, and it is about getting better. When I meet people I do not talk about myself, that’s politics. I also do not spend my time talking negatively about my competition, that’s political. What I do talk about is being listened to. Because if I can get your company to listen to you, follow your lead and hang on your every word, you may be strong enough to want that to happen, and if that is the case, then we are aligned.
The real thing to focus on is “why” they are made, and my answer is that they act as signposts for what comes next. Because it’s what comes next is the real reason we work and play. For we have all been drilled with the questions from an early age “what are you doing” what are you up to” “where are you going” – and then when we reach the age of responsibility we get asked “what’s next” “how are you going to achieve that” – it all comes down to direction.
Everything we have been to school to learn was about equipping us to decide what direction we should take and what decisions we should make. We do not always have to do these independently, the most important ones we follow are the ones we do as part of a group. Our choices are critical, our ability to follow a path is critical, and for all of this, we do need a map to help lead us on that path. In business terms, the creation of a process map is called business process modelling.
So follow the business process model to perform your task in the way the company considers to be the most efficient and productive way of doing something. However, the real need for the map is not for the population that would follow instinctively, it’s for the hyperactive few that often have trouble staying on task – they twitter all over the place, and I don’t mean that in mini blogging terms. High level maps with scant detail do not work here as it allows them to jump from strategy to tactic and back again until they hit on what works for them, which may not necessarily work for the business. The ultimate truth is, twitterers will never settle into a groove unless it is clearly laid out to them, they are erratic, because being erratic is fun.
It also works at the opposite end of the spectrum, where unmotivated staff are involved. A poor process map allows them to sink back into a comfort zone of doing little or even nothing. Such staff need clear direction or they will not only make themselves useless, but they may take other “off task”, bringing havoc to the entire process chain.
A well modelled business process will produce a good process map. And a good process map gives proper direction, is considerate of all process resources, is authentic to real life, and crystallises the capacity of your staff to fulfil the process in an enjoyable, patient and passionate way – in other words, it is a process map that everyone can be confident in.
I cannot state clearly enough that good business process modelling is an absolute necessity for any CEO who wants to achieve overwhelming performance from his vision – because the vision is his, and it is the organisations process maps that encompass the “how” of how to achieve it.
But “how” is only good enough for what we need to do today – it is the most important position, but not the only one, for there is always a better future.
“How” is the fully documented best current way of doing a job. “How” is our standard operating procedure, our modus operandi, our reason d’être – it defines us.
But we can always improve “how” with a little bit of “why”.
Turning Good into Better is a function of business process modelling. What we are looking to model is the process in such a way as to improve on the way we already do it. For if I can clean up the way I do something, I can probably extract more productivity. In human terms, a clean desk is known to be a more productive place to work than a messy one – and it’s more fun to work at.
Improve = more = more fun = more joy = Better
If I get to the station five minutes before the train arrives in the morning, then I have to stand all the way to work. If I get there ten minutes early, then I get a seat and can work, so a five minute cost can give me back 35 minutes productivity gain – a clear demonstration of how business process modelling leads to process reengineering, giving new standard operating procedures, delivering greater business benefits.
If the business process is not modelled fully, then you may end up with a group of employees having to bring their own intuition to work, which may lead to stressed workers and stressed managers – and if it is a worldwide business, a simple fact of not having the best paperwork possible can allow occurrences (sick days, employee turnover) that hurt the business. After all, a high-paying job within a poorly organized process area that delivers a screaming boss, no job security and a home life fraught with tension isn't a stable place for most people. Not because the money for the job isn't there, but because basic "hygiene" needs aren't being met.
And meeting those “hygiene” issues in each process improvement project requires a reasonable level of decision making competency. You need to be able to make decisions about decisions.
I recently read a process done by a graduate on how to make the perfect cup of tea – he had decided to fill the kettle, pick Darjeeling tea, use sugar and milk, drink it from a mug and remembered to include the wait time to allow the kettle to boil. However, he missed some basic point of what to do if any component was missing, and his start point assumed he was even in the kitchen. It may seem trivial, but many of us govern or perform processes that are familiar to us, but would be alien to someone coming in cold to the process area.
I recently looked at an internal process that pertains to how we launch a new version of our product (version 3.0 is soon to be released). One of the activities is “get new version logo”. There’s a logo? there’s a design of a logo? There’s a designer? The process documentation did not say where, or what spec it should be, and as our last graphic designer has retired and is yet to be replaced, it was a shortfall in our own documentation. Which is bad enough at this stage, but considering the growth rate, Heaven only knows what bottle neck would surface when we get to V4.0 and have ten times the staff we have today, in treble the number of countries.
And this little activity of “get new version logo” seems basic – but when you are doing a launch of the most profound change to the market, which all the analysts are aware of, and all of the competitors will be watching – you can be very sure that any slip up or delay could have catastrophic consequences.
And yes, you guessed it, this new V3.0 of Process Master is the nirvana of business process modelling – because it breaks the rules of where the responsibility of modelling sits – in the business.
We came up with the idea three years ago and the Analyst told us that no one would use it.
We said we would launch in 2007, but we did not make the market until October 2008, and the Analyst said we had no clue how to launch a product
Our initial design was very basic, and the analyst said “see, I told you”
Process Master is pretty cool, non techies like it
We stopped selling after getting our first three clients – to focus on embedding our software into their operations successfully – and the Analyst said we could not scale well
Process Master is outselling any other product in the market, more that even our ambitious business plan predicted
Process Master is going to end up with 60% market share from a standing start
Process Master is now part of the business strategy for a number of the world’s biggest companies…………….See!!
So why is Process Master being successful, and why has business process capture software emerged from the corporate underbelly? (HINT, click on the link)
Every person I meet has a stand point when it comes to what I’m selling. It might be, "I don't care about that," or it might be, "all big companies are evil" or it might be, "I love new stuff." When that persons stand point is aligned with my message, we have something to build on. If their stand point doesn’t reflect mine, I get ignored. The truth is, I get ignored 80% of the time because it is essentially impossible to tell a story to an entire population and have everyone to take notice.
For instance, we are all effected by climate change but the global warming story, for example, has influenced some people a great deal and been dismissed out of hand by others.
Process Master is good because it is pertinent, it is now, and it is about getting better. When I meet people I do not talk about myself, that’s politics. I also do not spend my time talking negatively about my competition, that’s political. What I do talk about is being listened to. Because if I can get your company to listen to you, follow your lead and hang on your every word, you may be strong enough to want that to happen, and if that is the case, then we are aligned.
Process Master is a visionary and innovator.
Process Master included Lean Six Sigma & Business Architecture in the product roadmap this year, largely because of the high interest we see among our clients. Both bring a unique vision to this market. Business Architecture is there as it recognizes the need for resource coordination beyond business services and end-to-end visibility for business professionals.
Watch the Process Master Video
Our ProcessPad vision recognizes a need for business and IT professionals to come together in new ways to succeed in BPM. Its vision reflects the wide range of process maturity seen in the market, extending from enabling basic workflow through dynamic processes. ProcessPad has aggressively gained market share around the world by delivering deep integration; exploiting the growing popularity of BPMN, and using video as its prime marketing channel.
LeanPad’s visionary status comes from its focus on enriching customer experiences and enhancing collaboration in unstructured value streams, care pathways, and supply chains. For Lean processes that benefit from high-fidelity graphics and content presentation and manipulation, LeanPad is superior to any other BPA tool.
Process Master have executed their tier one channel drive well in 2008 and expanded their market presence, while continuing to innovate. Process Master has the best approach for change management processes among all the BPA providers.
Process Master has introduced a number of innovative new features, which are transforming traditional programming-intensive tasks into model-driven aspects for process composition. For example, Process Master has extended business architecture, and governance for regulatory and compliance functions as part of process modeling that dramatically reduces IT efforts.
Process Master is also new to the BPA market. Well-known thought leader Steve Brown (founder of Sysgenics who were the first BPM vendor) who seeks to differentiate Process Master by the concept of Business Architecture.
Watch the Process Master Video
Our ProcessPad vision recognizes a need for business and IT professionals to come together in new ways to succeed in BPM. Its vision reflects the wide range of process maturity seen in the market, extending from enabling basic workflow through dynamic processes. ProcessPad has aggressively gained market share around the world by delivering deep integration; exploiting the growing popularity of BPMN, and using video as its prime marketing channel.
LeanPad’s visionary status comes from its focus on enriching customer experiences and enhancing collaboration in unstructured value streams, care pathways, and supply chains. For Lean processes that benefit from high-fidelity graphics and content presentation and manipulation, LeanPad is superior to any other BPA tool.
Process Master have executed their tier one channel drive well in 2008 and expanded their market presence, while continuing to innovate. Process Master has the best approach for change management processes among all the BPA providers.
Process Master has introduced a number of innovative new features, which are transforming traditional programming-intensive tasks into model-driven aspects for process composition. For example, Process Master has extended business architecture, and governance for regulatory and compliance functions as part of process modeling that dramatically reduces IT efforts.
Process Master is also new to the BPA market. Well-known thought leader Steve Brown (founder of Sysgenics who were the first BPM vendor) who seeks to differentiate Process Master by the concept of Business Architecture.
Multi Layered Process Modeling
There always is a level of process detail below the lowest model level, which is not modeled.
Im am not speaking here about the BPMN model element sub-process. This is a defined modeling method within one model. I am speaking of two or more set of models, that cover two or more levels of details of a process. This is important, because the sub-process construct has only limited ability to cover certain dependencies on the detailed level.
It not possible to define a sequence flow between activities, which are inside different sub-processes, whereas in having two set of models for different layers, it would be allowed to model more dependencies on the lower level set of models.If it is required to define a more formal relationship between models of different levels, then more needs to be done.
It is necessary to identifiy or relate activities with each other on the different levels and to define how constraints defined on the higher modeling levels apply to the lower modeling level. If there is such a definition, it may be possible to check compliance of models of different levels.
It is some what cured in the output in this product VIDEO
Im am not speaking here about the BPMN model element sub-process. This is a defined modeling method within one model. I am speaking of two or more set of models, that cover two or more levels of details of a process. This is important, because the sub-process construct has only limited ability to cover certain dependencies on the detailed level.
It not possible to define a sequence flow between activities, which are inside different sub-processes, whereas in having two set of models for different layers, it would be allowed to model more dependencies on the lower level set of models.If it is required to define a more formal relationship between models of different levels, then more needs to be done.
It is necessary to identifiy or relate activities with each other on the different levels and to define how constraints defined on the higher modeling levels apply to the lower modeling level. If there is such a definition, it may be possible to check compliance of models of different levels.
It is some what cured in the output in this product VIDEO
Visio for Process Documentation
Managing processes is much more than just documenting the work in Visio or just about any BPA tool.
Building a process management capability involves identifying implementing a structure which is usually a methodology and a technology combined. You then need to support that by training individuals who can expertly analyse and document current state processes, who can design future state processes and who can appropriately work a tool to store all this information in.
The system must be there to identify owners at a process level, implement a governance process and put in place appropriate metrics to measure the processes.
A video of all this is located HERE
Building a process management capability involves identifying implementing a structure which is usually a methodology and a technology combined. You then need to support that by training individuals who can expertly analyse and document current state processes, who can design future state processes and who can appropriately work a tool to store all this information in.
The system must be there to identify owners at a process level, implement a governance process and put in place appropriate metrics to measure the processes.
A video of all this is located HERE
Project failure - warning signs are intangibles
CIO Magazine says that earliest signs a project is in trouble are easy to spot if you watch for them.
1. Lack of Interest
2. Poor Communication
3. Lack of Velocity
4. A "No-Bad-News" Environment
5. Concrete Signs and last minute syndrome."
6. Too much caffeine, too many late nights and too much junk food.
7. Diversion of Resources
8. Ratios Trouble - the cost ratio and schedule ratio
9. Milestones Aren’t Met
10. Scope Changes (also known as the "Microsoft Mambo")
11. And Finally... Keep in mind that these signs are exactly that: signs.
This product in this Video will help you
1. Lack of Interest
2. Poor Communication
3. Lack of Velocity
4. A "No-Bad-News" Environment
5. Concrete Signs and last minute syndrome."
6. Too much caffeine, too many late nights and too much junk food.
7. Diversion of Resources
8. Ratios Trouble - the cost ratio and schedule ratio
9. Milestones Aren’t Met
10. Scope Changes (also known as the "Microsoft Mambo")
11. And Finally... Keep in mind that these signs are exactly that: signs.
This product in this Video will help you
Building a Requirements Management Office as part of Project Office
Engage with IT to assist in the implementation of a Requirements Management Office or Business Analysis Center of Excellence that has the effective structure, and value added service offering needed for the application development and business areas.
Video of Requirements Capture Here
The successes of IT development projects continue to indicate that the largest factor for project failure is poor requirements. There can be several reasons for this:
The damage caused by inadequate requirements definition and business systems analysis results in costs overruns, missed milestones, low employee morale, poor software delivery and compromised customer satisfaction.
IT helps Business Managers complete their IT projects effectively on time and within budget by implementing an organizational infrastructure focused on the business’ requirements through best practices, deliverable models, delivery tools, checklists, and templates designed to complement and support leading industry standards bodies and methodologies such as RUP®, CMMI® , IEEE, Six Sigma and IIBA.
If you are treating your Business Analysis and Requirements Management seriously, consider using industry experts (external consultants if needed) to help guide you along the path to success. This will help you in all the critical areas of implementing an RMO, from the requirements methodology, to requirements administration and management, roles and responsibilities, Project Manager relationship management, Client relationship management, Business Analysts and Requirements Managers, outsourcing, training and professional development, organization change management, tools and technology
Video of Requirements Capture Here
The successes of IT development projects continue to indicate that the largest factor for project failure is poor requirements. There can be several reasons for this:
- Requirements practices are too loosely defined or inconsistently applied
- There isn’t adequate support from client and/or IT stakeholders for effort of defining requirements before designing or developing the product
- Project plans are developed without sufficient consideration to stakeholder requirements
- Organizations lack expertly trained business analysis and requirements management staff; and so on.
The damage caused by inadequate requirements definition and business systems analysis results in costs overruns, missed milestones, low employee morale, poor software delivery and compromised customer satisfaction.
IT helps Business Managers complete their IT projects effectively on time and within budget by implementing an organizational infrastructure focused on the business’ requirements through best practices, deliverable models, delivery tools, checklists, and templates designed to complement and support leading industry standards bodies and methodologies such as RUP®, CMMI® , IEEE, Six Sigma and IIBA.
If you are treating your Business Analysis and Requirements Management seriously, consider using industry experts (external consultants if needed) to help guide you along the path to success. This will help you in all the critical areas of implementing an RMO, from the requirements methodology, to requirements administration and management, roles and responsibilities, Project Manager relationship management, Client relationship management, Business Analysts and Requirements Managers, outsourcing, training and professional development, organization change management, tools and technology
Process Requirements Documentation, Review, Analysis and Validation
Included in Requirements Definition is the need to document the requirements, conduct detailed business analysis, perform peer and client reviews and verification, and facilitat the prioritization and acceptance of the requirements.
Use industry best practices to deliver accurate, complete and clear Requirements Specifications. These services are conducted at the end of each use case.
The tasks undertaken as part of these services include Capturing the stakeholders needs and requirements during the Discovery Session and................
- Writing the Use Cases or process narratives
- Preparing the various diagrams and models
- Writing well formed requirements statements
- Documenting the data requirements
- Describing the relevant non-functional requirements
- Facilitating informal or formal peer and client reviews
You also need to adhere to the basics of ensuring the models, requirements and rules are:
Correct
Unambiguous
Complete
Consistent
Ranked
Verifiable
Modifiable
Traceable
Recording the requirements and models in the client’s Requirements Management Tool and facilitating the validation, prioritization and acceptance of the requirements.
Predicting Project Outcomes
We all need hands on techniques for determining the outcome of projects before the project really gets rolling.
This video is about facts, and presents extensive outcomes from our Business Analysis Benchmark Study to help project managers build a predictive risk assessment model.
This puts the intake and requirements gathering process of the project lifecycle under the microscope to determine what actions Project Managers can take to more consistently achieve a successful outcome on their projects.
Learning Objectives:
1. Quantify the impact of requirements quality on project time and cost.
2. Learn an assessment tool for identifying high risk projects.
3. Understand proactive strategies for driving success when faced with odds stacked against you.
This video is about facts, and presents extensive outcomes from our Business Analysis Benchmark Study to help project managers build a predictive risk assessment model.
This puts the intake and requirements gathering process of the project lifecycle under the microscope to determine what actions Project Managers can take to more consistently achieve a successful outcome on their projects.
Learning Objectives:
1. Quantify the impact of requirements quality on project time and cost.
2. Learn an assessment tool for identifying high risk projects.
3. Understand proactive strategies for driving success when faced with odds stacked against you.
Developing new care pathways and care delivery models
For the first time in the history of mankind, we can produce and deliver more health care than we can afford. The rapid and continuing introduction of new and improved treatment options is offset by spiraling costs that are shaking the foundation of the health care system. Employers, the largest single payer of health insurance outside of the government, are at the epicenter of this tension, Abundance of Treatment Options vs. Who Pays?
Yet, employers need a healthy work force and they want employees to have access to new treatments and therapies. Additionally, most consumers still view health care as a right rather than an economic purchase, so they expect the best care possible and usually favor an aggressive – and expensive – diagnostic intervention rather than a more conservative course of treatment.
Today, the life sciences and health care industry are using advanced modelling to develop new care pathways and care delivery models that give consumers access to health care innovations and improved outcomes while mitigating costs.
Yet, employers need a healthy work force and they want employees to have access to new treatments and therapies. Additionally, most consumers still view health care as a right rather than an economic purchase, so they expect the best care possible and usually favor an aggressive – and expensive – diagnostic intervention rather than a more conservative course of treatment.
Today, the life sciences and health care industry are using advanced modelling to develop new care pathways and care delivery models that give consumers access to health care innovations and improved outcomes while mitigating costs.
Health care costs exceed the rate of inflation
With the rate of increase in health care costs continuing to greatly exceed the rate of overall inflation
The NHS is becoming increasingly interested in consumer-driven health care models as a potential remedy to skyrocketing health care costs. Anchoring consumer-driven health care is a fundamental principle: As the voting public come to further understand the true cost of health care services and the available health care options, they will have to take increased financial responsibility for managing their own health care and make more cost-conscious health and prevention choices if we are to avoid the two tier system we all fear.
Theories that drive consumerism suggest that using Process Master to organize the Hospitals standardized delivery of personalized care plans – care plans designed with the right tools (ProcessPad & LeanPad) for an engaged consumer, utilization can decrease as much as seven to 12 percent as people become better at reviewing their life/eating habits and more health-aware.
Employers can also achieve significant bottom line cost savings if they focus on employee wellness as much as they do on illness (sick days) – by providing more workplace education and wellness programs, health risk assessments, on-site gyms, and snack machines with healthy treats. Today’s significantly reduced percentage of smokers, for example, provides solid evidence that positive health is good for business.
The NHS is becoming increasingly interested in consumer-driven health care models as a potential remedy to skyrocketing health care costs. Anchoring consumer-driven health care is a fundamental principle: As the voting public come to further understand the true cost of health care services and the available health care options, they will have to take increased financial responsibility for managing their own health care and make more cost-conscious health and prevention choices if we are to avoid the two tier system we all fear.
Theories that drive consumerism suggest that using Process Master to organize the Hospitals standardized delivery of personalized care plans – care plans designed with the right tools (ProcessPad & LeanPad) for an engaged consumer, utilization can decrease as much as seven to 12 percent as people become better at reviewing their life/eating habits and more health-aware.
Employers can also achieve significant bottom line cost savings if they focus on employee wellness as much as they do on illness (sick days) – by providing more workplace education and wellness programs, health risk assessments, on-site gyms, and snack machines with healthy treats. Today’s significantly reduced percentage of smokers, for example, provides solid evidence that positive health is good for business.
Lessons in Process Management Documentation
Lesson 1: A man is getting into the shower just as his wife is finishing up her shower, when the doorbell rings. The wife quickly wraps herself in a towel and runs downstairs. When she opens the door, there stands Bob, the next-door neighbour. Before she says a word, Bob says, 'I'll give you $800 to drop that towel.' After thinking for a moment, the woman drops her towel and stands naked in front of Bob, after a few seconds, Bob hands her $800 and leaves. The woman wraps back up in the towel and goes back upstairs. When she gets to the bathroom, her husband asks, 'Who was that?' 'It was Bob the next door neighbour,' she replies. 'Great,' the husband says, 'did he say anything about the $800 he owes me?'
Moral of the story: If you share critical information pertaining to credit and risk with your team in time, you may be in a position to prevent avoidable exposure.
Lesson 2: A priest offered a Nun a lift. She got in and crossed her legs, forcing her gown to reveal a leg. The priest nearly had an accident. After controlling the car, he stealthily slid his hand up her leg. The nun said, 'Father, remember Psalm 129?' The priest removed his hand. But, changing gears, he let his hand slide up her leg again. The nun once again said, 'Father, remember Psalm 129?' The priest apologized 'Sorry sister but the flesh is weak.' Arriving at the convent, the nun sighed heavily and went on her way. On his arrival at the church, the priest rushed to look up Psalm 129. It said, 'Go forth and seek, further up, you will find glory.'
Moral of the story: Be sure to have the relevant documentation for your role at hand or you might miss a great opportunity.
Lesson 3: A sales rep, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out. The Genie says, 'I'll give each of you just one wish.' 'Me first! Me first!' says the admin clerk. 'I want to be in the Bahamas , driving a speedboat, without a care in the world.' Puff! She's gone. 'Me next! Me next!' says the sales rep. 'I want to be in Hawaii , relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life.' Puff! He's gone. 'OK, you're up,' the Genie says to the manager. The manager says, 'I want those two back in the office after lunch.'
Moral of the story: Always let your boss have the first say when questioning for the desired future state.
Lesson 4 An eagle was sitting on a tree resting, doing nothing. A small rabbit saw the eagle and asked him, 'Can I also sit like you and do nothing?' The eagle answered: 'Sure, why not.' So, the rabbit sat on the ground below the eagle and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.
Moral of the story: Some times people are just doing nothing because they are waiting for something to happen further down the chain.
Lesson 5: A turkey was chatting with a bull. 'I would love to be able to get to the top of that tree' sighed the turkey, 'but I haven't got the energy.' 'Well, why don't you nibble on some of my droppings?' replied the bull. They're packed with nutrients.' The turkey pecked at a lump of dung, and found it actually gave him enough strength to reach the lowest branch of the tree. The next day, after eating some more dung, he reached the second branch. Finally after a fourth night, the turkey was proudly perched at the top of the tree. He was promptly spotted by a farmer, who shot him out of the tree.
Moral of the story: Bull Sh*t might get you to the top, but it won't keep you there - and never include it in your process documentation.
Lesson 6: A little bird was flying south for the winter. It was so cold the bird froze and fell to the ground into a large field. While he was lying there, a cow came by and dropped some dung on him. As the frozen bird lay there in the pile of cow dung, he began to realize how warm he was. The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy. A passing cat heard the bird singing and came to investigate. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him.
Morals of the story: (1) Not everyone who sh*ts on you is your enemy. (2) Not everyone who gets you out of sh*t is your friend.(3) And when you're in deep sh*t, it's best to keep your mouth shut!
THUS ENDS THE FIVE MINUTE MANAGEMENT COURSE - NOW WATCH THE VIDEO
Moral of the story: If you share critical information pertaining to credit and risk with your team in time, you may be in a position to prevent avoidable exposure.
Lesson 2: A priest offered a Nun a lift. She got in and crossed her legs, forcing her gown to reveal a leg. The priest nearly had an accident. After controlling the car, he stealthily slid his hand up her leg. The nun said, 'Father, remember Psalm 129?' The priest removed his hand. But, changing gears, he let his hand slide up her leg again. The nun once again said, 'Father, remember Psalm 129?' The priest apologized 'Sorry sister but the flesh is weak.' Arriving at the convent, the nun sighed heavily and went on her way. On his arrival at the church, the priest rushed to look up Psalm 129. It said, 'Go forth and seek, further up, you will find glory.'
Moral of the story: Be sure to have the relevant documentation for your role at hand or you might miss a great opportunity.
Lesson 3: A sales rep, an administration clerk, and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out. The Genie says, 'I'll give each of you just one wish.' 'Me first! Me first!' says the admin clerk. 'I want to be in the Bahamas , driving a speedboat, without a care in the world.' Puff! She's gone. 'Me next! Me next!' says the sales rep. 'I want to be in Hawaii , relaxing on the beach with my personal masseuse, an endless supply of Pina Coladas and the love of my life.' Puff! He's gone. 'OK, you're up,' the Genie says to the manager. The manager says, 'I want those two back in the office after lunch.'
Moral of the story: Always let your boss have the first say when questioning for the desired future state.
Lesson 4 An eagle was sitting on a tree resting, doing nothing. A small rabbit saw the eagle and asked him, 'Can I also sit like you and do nothing?' The eagle answered: 'Sure, why not.' So, the rabbit sat on the ground below the eagle and rested. All of a sudden, a fox appeared, jumped on the rabbit and ate it.
Moral of the story: Some times people are just doing nothing because they are waiting for something to happen further down the chain.
Lesson 5: A turkey was chatting with a bull. 'I would love to be able to get to the top of that tree' sighed the turkey, 'but I haven't got the energy.' 'Well, why don't you nibble on some of my droppings?' replied the bull. They're packed with nutrients.' The turkey pecked at a lump of dung, and found it actually gave him enough strength to reach the lowest branch of the tree. The next day, after eating some more dung, he reached the second branch. Finally after a fourth night, the turkey was proudly perched at the top of the tree. He was promptly spotted by a farmer, who shot him out of the tree.
Moral of the story: Bull Sh*t might get you to the top, but it won't keep you there - and never include it in your process documentation.
Lesson 6: A little bird was flying south for the winter. It was so cold the bird froze and fell to the ground into a large field. While he was lying there, a cow came by and dropped some dung on him. As the frozen bird lay there in the pile of cow dung, he began to realize how warm he was. The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy. A passing cat heard the bird singing and came to investigate. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him.
Morals of the story: (1) Not everyone who sh*ts on you is your enemy. (2) Not everyone who gets you out of sh*t is your friend.(3) And when you're in deep sh*t, it's best to keep your mouth shut!
THUS ENDS THE FIVE MINUTE MANAGEMENT COURSE - NOW WATCH THE VIDEO
The main criteria to use when choosing a BPM modeler technology
You first need an Intuitive Process Modeling Environment, a system that is designed for ease of use.
A zoom feature is absolutly key - as is the ability to add text to the description of each activity, role, or set of either.
'Walkthrough' functionality is a must - you do not want something that you have to design your own company standard in - it should be flexible but standardised.
Ease-of-integration - point-and-click is key to any modern application
Advanced Workflow rules must be catered for - they will be necessary if you are to scale efforts in the future.
Multiple Views of a Process or a variety of ways that a process can be output for everyone to use in the way that best suits their role or purpose.
BPMN Support - Business Process Modeling Notation (BPMN) is necessary if you want to have reuseable skills brought into the organisation.
See other post to view the different technologues available or here for a video
A zoom feature is absolutly key - as is the ability to add text to the description of each activity, role, or set of either.
'Walkthrough' functionality is a must - you do not want something that you have to design your own company standard in - it should be flexible but standardised.
Ease-of-integration - point-and-click is key to any modern application
Advanced Workflow rules must be catered for - they will be necessary if you are to scale efforts in the future.
Multiple Views of a Process or a variety of ways that a process can be output for everyone to use in the way that best suits their role or purpose.
BPMN Support - Business Process Modeling Notation (BPMN) is necessary if you want to have reuseable skills brought into the organisation.
See other post to view the different technologues available or here for a video
How documentation fits into process management
Documentation of current processes and exceptions is typically gathered during the overall process discovery phase using a product like ProcessPad, but the discovery phase also provides you with a great deal of information that can be included in a simple template for a process documentation guide.
You document your processes to ensure that everyone understands them and knows who to contact when there is a problem or a change is needed. Without clear documentation, a process can quickly fall into disarray -- picture ten chefs working in a single-oven kitchen and you'll get the idea of how quickly disagreements and confusion can arise. With clear documentation, a process master can continue as designed, and changes can be made in a timely, straightforward manner that allows the organization to keep running effectively even when major transformations occur.
You can't have process documentation for one process but not the six other processes related to it. If you take that approach, users of the process will be confused and simply ignore the guides that are available. A better approach -- especially if you are undertaking the creation of these guides for your entire organization -- is to start using Process Master with either a new process or one that is currently under revision. If you don't have either of those, start with a specific department or a major process rather than trying to tackle the entire organization at once or worse, tackling random processes in the organization.
You document your processes to ensure that everyone understands them and knows who to contact when there is a problem or a change is needed. Without clear documentation, a process can quickly fall into disarray -- picture ten chefs working in a single-oven kitchen and you'll get the idea of how quickly disagreements and confusion can arise. With clear documentation, a process master can continue as designed, and changes can be made in a timely, straightforward manner that allows the organization to keep running effectively even when major transformations occur.
You can't have process documentation for one process but not the six other processes related to it. If you take that approach, users of the process will be confused and simply ignore the guides that are available. A better approach -- especially if you are undertaking the creation of these guides for your entire organization -- is to start using Process Master with either a new process or one that is currently under revision. If you don't have either of those, start with a specific department or a major process rather than trying to tackle the entire organization at once or worse, tackling random processes in the organization.
What's involved in creating process documentation?
The purpose of your document is to communicate the process management guidelines to support a specific process. The document essentially serves as the source of guidelines to be followed worldwide. The guide can be used by a wide range of audiences -- business units, partners, customer service, regional process leaders, or anyone who is involved in the specific process outlined in the guide.
Your guide can certainly include more information than what is outlined here. Always keep your organization's needs and interests in mind when you create process documentation.
I recommend using a program like Process Master or ProcessPad that automatically generates a table of contents for you based on the use of heading styles. Also, it's important to assign a clear numbering system within your document. For instance, the scope statement might be 1.0 while items included with that statement are 1.1, 1.2, 1.3, and so on. The applicability matrix might be 2.0 with subsequent numbering. A numbering system accomplishes two goals in that it makes:
Information easy for readers to find
Tracking changes to the guide an uncomplicated process
If you make a change to section 1.3, you can easily note that a revision was made to section 1.3 on a particular date and explain what the change included. Without a numbering system, you will find yourself taking a lot of time to describe the correct section. Fortunately Process Master or ProcessPad will do that all for you.
Your guide can certainly include more information than what is outlined here. Always keep your organization's needs and interests in mind when you create process documentation.
I recommend using a program like Process Master or ProcessPad that automatically generates a table of contents for you based on the use of heading styles. Also, it's important to assign a clear numbering system within your document. For instance, the scope statement might be 1.0 while items included with that statement are 1.1, 1.2, 1.3, and so on. The applicability matrix might be 2.0 with subsequent numbering. A numbering system accomplishes two goals in that it makes:
Information easy for readers to find
Tracking changes to the guide an uncomplicated process
If you make a change to section 1.3, you can easily note that a revision was made to section 1.3 on a particular date and explain what the change included. Without a numbering system, you will find yourself taking a lot of time to describe the correct section. Fortunately Process Master or ProcessPad will do that all for you.
Improve Productivity
Business Process Management Make Easy - beware of silver bullit merchants
Business Process Modeling (BPM) is usually performed by business analysts for the purpose of improving process efficiency.
Process oriented organizations need standalone process documentation for enterprise business process management, internal or external communication , or to support an IT project.
An ideal all-in-one modeling tool for visualizing, understanding, analyzing, improving and documenting business processes is a basic need.
Typical mainstream supported products are........
Process Master - the worlds fastest growing and easy to use (video of it here)
ARIS - the worlds most used in large corporations
Casewise - a bit legacy for todays environments but lots of it out there
Proforma - a technical tool but with a good roadmap going forward
iGrafx - Coreldraw gave up fighting Visio and are trying out this marketplace
Business Process Modeling (BPM) is usually performed by business analysts for the purpose of improving process efficiency.
Process oriented organizations need standalone process documentation for enterprise business process management, internal or external communication , or to support an IT project.
An ideal all-in-one modeling tool for visualizing, understanding, analyzing, improving and documenting business processes is a basic need.
Typical mainstream supported products are........
Process Master - the worlds fastest growing and easy to use (video of it here)
ARIS - the worlds most used in large corporations
Casewise - a bit legacy for todays environments but lots of it out there
Proforma - a technical tool but with a good roadmap going forward
iGrafx - Coreldraw gave up fighting Visio and are trying out this marketplace
Building A Process Framework for Compliance & Governance
Eterprises are becoming more systematic about the strategies and frameworks they have in place to optimize resources, reduce risk and gain more business value from compliance spending.
A standard for building a framework in this Video
Governance needs a systematic process. While not a new concept, governance provides the oversight that can help ensure that the appropriate people are involved, that they are involved at the right time and that they can make informed decisions to achieve optimal outcomes.
Because effective governance can help organizations weigh performance against objectives — whether they’re prescribed by external factors or internal control — compliance management efforts are integral to governance.
A standard for building a framework in this Video
Governance needs a systematic process. While not a new concept, governance provides the oversight that can help ensure that the appropriate people are involved, that they are involved at the right time and that they can make informed decisions to achieve optimal outcomes.
Because effective governance can help organizations weigh performance against objectives — whether they’re prescribed by external factors or internal control — compliance management efforts are integral to governance.
Create a scope statement
The first thing you need to include in your documentation about any process is a scope statement. Scope statements should be clear, yet as all-encompassing as possible. For example, if you have 48 sales processes, there is not necessarily a need to create 48 sets of process documentation.
Presumably, most, if not all, the sales processes will fall into just a few categories such as manage leads and opportunities, design solution steps, deliver the solutions, and deliver the services. All of these can be included in one a process library and be embedded in Process Master’s as needed.
That library, then, would have a scope statement such as "This guide will cover the following processes:" with a simple file structure to contain them all in the order needed. We recommend that you have a look at this video which will enable you to do this without needing to make any major financial or time investments
Presumably, most, if not all, the sales processes will fall into just a few categories such as manage leads and opportunities, design solution steps, deliver the solutions, and deliver the services. All of these can be included in one a process library and be embedded in Process Master’s as needed.
That library, then, would have a scope statement such as "This guide will cover the following processes:" with a simple file structure to contain them all in the order needed. We recommend that you have a look at this video which will enable you to do this without needing to make any major financial or time investments
Include the roles involved in the process
If you have a process, then you have people responsible for ensuring the process flows properly and effectively. Each of those people should have a clear role that is explained within your document. However don't be surprised if you uncover areas in the process that no one claims responsibility for. Every company has different roles assigned to a process, but it's important to think in broad terms initially. Start with the person responsible for deploying the process at its most base level and work your way up through anyone else who approves all or part of the process from design to approval to implementation. This is what we call process capture, and we strongly recommend ProcessPad for it.
Here's what I mean. Your sales processes are used in three countries: the U.K., Canada, and France. The people involved in the process range from worldwide leaders who approve the process at the highest levels to country execution teams who actually implement the process. In between are people on executive, steering, or deployment committees and teams who review and approve the finances and deployment decisions. This is where the simplicity of a Process Master comes in to save time and effort.
So, your document reflects each of these process roles with brief explanations to show where and how all of these roles fit together. Perhaps you have a worldwide process design leader who is in charge of developing and managing the business process design, documentation, and communication of all sales processes in all three countries. This person works in conjunction with worldwide business unit leaders who are responsible for the actual implementation of the process in all three countries. In turn, the worldwide business leaders must work with country business unit process leaders who take responsibility for ensuring the process is properly implemented in each country. The roles continue down to the deployment team that handles the actual hardware and software changes required.
As you can see, the roles can vary depending upon the piece of the process involved, as well as the location of the process. As you work to develop the roles and responsibilities (if they are not already established), it's important to clearly state the authority a particular role holds, too. For instance, a country execution team role might have clear authority to implement the new hardware and software but not the authority to make changes to any piece of the process. In your guide, clearly state that distinction. When the roles are reviewed, it should be easy to determine who holds final approvals for changes or exceptions, who is in charge of deployment, who handles financing, and so on.
Remember, process roles are not tied to a particular person at your company. Instead, a person fills a role. However it is not always easy to identify that in the capture/discovery phace – it may be just as simple and easy to say “Mary does it, so Mary is the role, at least for now”.
If a process role is clearly defined, then it doesn't matter who is in that role -- anyone can be designated to fill it, but that is not always a clear cut case, so you need something like ProcessPad to give you the flexibility to create the documentation without creating a load of work.
Here's what I mean. Your sales processes are used in three countries: the U.K., Canada, and France. The people involved in the process range from worldwide leaders who approve the process at the highest levels to country execution teams who actually implement the process. In between are people on executive, steering, or deployment committees and teams who review and approve the finances and deployment decisions. This is where the simplicity of a Process Master comes in to save time and effort.
So, your document reflects each of these process roles with brief explanations to show where and how all of these roles fit together. Perhaps you have a worldwide process design leader who is in charge of developing and managing the business process design, documentation, and communication of all sales processes in all three countries. This person works in conjunction with worldwide business unit leaders who are responsible for the actual implementation of the process in all three countries. In turn, the worldwide business leaders must work with country business unit process leaders who take responsibility for ensuring the process is properly implemented in each country. The roles continue down to the deployment team that handles the actual hardware and software changes required.
As you can see, the roles can vary depending upon the piece of the process involved, as well as the location of the process. As you work to develop the roles and responsibilities (if they are not already established), it's important to clearly state the authority a particular role holds, too. For instance, a country execution team role might have clear authority to implement the new hardware and software but not the authority to make changes to any piece of the process. In your guide, clearly state that distinction. When the roles are reviewed, it should be easy to determine who holds final approvals for changes or exceptions, who is in charge of deployment, who handles financing, and so on.
Remember, process roles are not tied to a particular person at your company. Instead, a person fills a role. However it is not always easy to identify that in the capture/discovery phace – it may be just as simple and easy to say “Mary does it, so Mary is the role, at least for now”.
If a process role is clearly defined, then it doesn't matter who is in that role -- anyone can be designated to fill it, but that is not always a clear cut case, so you need something like ProcessPad to give you the flexibility to create the documentation without creating a load of work.
Unified communications Process
Up until now we’ve had the same old stuff to use to communicate about process. Things like Visio, Word, , email, IM, phone, databases or documents repositories, but it’s a very static, snapshot-style Web 1.0 experience, with a unified communications technology like Process Master employees can interact and collaborate in the context of the tool and the files they’re working on. They can start to discuss things in context, which will make a big difference in how work is done.
Bruce Willis Surrogates
Now with a little imagination and a decent set of movieware, you could actually make an animated movie using ProcessPad. There is a five minute video of the stuff here
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