Getting to know eachother

Interview question:

What is the stupidest/most surprising

thing you ever did in (working) life?

– Why did you do it?

– What did you learn?

Consultancy Skills

Programme

9:00 Introduction on proces mapping

9:30 Make the map of the strategy development process of yesterday

11:00 Group presentations

11:30 Conducting Interviews

11:45 Managing change, conflict and resistance

12:30 Lunch

Process Mapping

Consultancy Skills

What we will cover about process mapping

• What is it• How to do it

– Plan, do, review– Elements of a brown paper Process

Map

• Appendix– What to include– Practical hints– Sample material

What is a Process Map?

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Title

As-Is Process MapAs-Is Process Map

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Sign-inSheet

Task

Decision

Strength(Typically

Green)

LiveDocuments

Red FlagsHighlighting

Key Opportunities

Clarification(Typically

Yellow)

Link to AnotherProcess

Summaryof

Strengths

Summaryof

Opportunities

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Opportunity(Typically

Pink)

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A hi-touch, low-tech representation of an entire business process flow, detailing the actual steps taken, applicable interfaces, decision points and information flows

The process map helps identify and gain support for opportunities• The Process Map...

– Describes the process as it works today from start to end – May be used to describe the process as it should be– Shows the big picture– Is high touch, low-tech– Identifies strengths and opportunities– Captures the complexity and disconnects of operational

issues– Quantifies elements of timing, volume, resource requirement– Develops enthusiasm and ownership of issues– Builds project momentum– Is self-explanatory

Slides/panels

TitleTitle

Introduction

May Jun Jul Aug Sep Oct

Team 1

Team 2

Team 3

Team 4

Team 5

Team 6

Team 7

Project

Horse-blanket

Project Plan

We use brown papers for other purposes

Any information presented on brown paper for the purpose of validation and socialization

Culture

Skills

Processes

Technology

Competitors

Customers

To

From

Transformation Map

It is a tool that benefits both client and consultants

The technique is superb at breaking down hierarchical boundaries and developing broad client ownership

Because he/she. . .• . . . often has limited time to

gather information• . . . understands the “generic

process”, but not the process specific to the client

• . . . has hypotheses of potential opportunities – based on limited data and past experience, which need to be tested

• . . . needs to surface the politics and emotions involved in the current situation

For the consultant...

The Brown Paper map . . .• . . . describes the process as they

use it today and identifying who gets involved, how, and where

• . . . identifies strengths and opportunities as they see them

• . . . provides the basis for further data gathering / studies

• . . . helps to mobilise the client and allows them to focus on the opportunities without blame

…and the client

ANALYSELOGISTICS BUILD REVIEW

PLAN DO REVIEW

PREPARE

Process mapping includes more than the actual mapping of the process flow

• Prepare– Be clear about the objective and scope

• Identify which process to model: start, finish, interfaces

– Hypotheses about the process today• And about benefits, opportunities, data

– Create a draft of the process

– Decide appropriate level of detail• Given the potential opportunities and time constraints

• Set up logistics– Clearly identify, recruit and prepare people to make it

(owner, credible experts and users, facilitator)

– Prepare materials (cut / taped brown paper, post-it’s, icons)

– Location (wall space, strong wallpaper)

– Time contract

PlanPlanPlanPlan

How do I start?

DoDoDoDo• Build the brown paper

– Reiterate objectives and expectations– Clarify scope – start and end points, interfaces– Provide some guidance on level of detail– Construct: plan for 3 iterations of the brown paper

• White Board – agree start, finish and key steps; best done with 1 or 2 people only

• Rough Draft – using post-its for icons, block out flow with knowledgeable resource. Check for accuracy

• Brown Paper – the real one– Identify where you need further details and

arrange next steps to get them– Capture strengths and opportunities as you

progress– Ask the participants at the end what they think the

key opportunities and concerns are– Allow time for client to air complaints and

frustrations

How do I create a Process Map?

ReviewReviewReviewReview

• Review– Follow-up next steps– Smarten up the paper as necessary – Capture / review builds from review group(s)– Highlight and validate key strengths and weaknesses

• Analyse– Design necessary in-depth studies– Identify “Early Wins”– Identify root causes– Look at the process from a customers point of view– Use the Process Map as a starting point to

understand costs, cost drivers and key performance indicators

What do I do next?

Stand back: look at the forest, study the trees, and determine what works and where there are opportunities for improvement

ANALYSE

Analyse for root causes

Try to understand costs, cost drivers and key performance indicators

LOGISTICS BUILD REVIEW

Hypothesize about today’s process

Think about what information you need to validate hypothesis

Invite the “right” people to build the process flow

Logistics

Map the “As Is” process flow

Gather as much information around the process as possible

Invite people to give comments to the Process Map

Validate the Process Map with staff and management

Arrange ’brown paper fairs'

PLAN DO REVIEW

PREPARE

Summarizing

Assignment – group work

Develop the process map of your group work on thestrategy development of yesterday,containing at least:• Basic process map activities• All produced group results, clearly presented• Comments and learning points• Improvement opportunities of the strategy

development process• Your final results – the strategy confronted to the 4

scenarios• Activities which remains to be done

Some tips and hints• Assign clear roles to group menbers:

– Chairman– Content experts– Process map material makers– Presenter

• Make it “real and alive” – add examples and work material of yesterday

• Use illustrative symbols: drawings of trucks, consumers, computers, etc: be creative

• Find the right level of detail• Beware of “should be” – we need a description of

how it was actually performed• Give improvements on the side of the process in

different collor paper/pen

Some opportunities to look for• ‘Dead zones’ – places where work sits, gets held up

(bottleneck), or gets lost

• Lost time – Apparent – people looking for work– Hidden – re-work loops

• Checking, transporting and other non value-adding activities• Alternative routes that are never or seldom needed• Night shift ‘tricks’ and other ‘work-arounds’ – un-official

process that are used• Duplicated activities • Steps that could be eliminated or combined• Broken and ineffective interfaces

Identify root causes and quantify opportunities

Some tips and hints• Make sure you have the right people building the

brown paper – it has to be the ones who perform the process and know it well

• Make it “real” – add examples of orders, reports, etc

• Use illustrative symbols for tools used: hammers, telephones, computers, etc

• Find the right level of detail• Beware of “should be” – we need a description of

how it is actually performed

Some process hints• Continue probing, what else?, what happens next?,

how often?• Keep them moving; don´t let them deliberate too much

(maintain focus)• Remember the 80:20 rule when driving the detail• Integrate “presenting back” what is on paper

– This helps clarify the process and facilitates knowledge transfer

• Never leave the brown paper to be done by people who do not have the proper training

• Always ask who else should see this, or who else is involved in the process?