Description
BPM-Capturing Process Knowledge
Capturing Process Knowledge
Capturing Process Knowledge
1
?? !!!
Process Investigation
Investigation
Analysis
Understanding
Reality
Capturing Process Knowledge
2
Understanding Existing Process
• Do not tend to skim along the surface, relying only on your general impressions, looking for evidence that support your pre-conceived notions of the process. • Also, do not delve to the lowest level of detail in the operating procedures, and do not see the overall picture at all. • Use a balanced approach in which some aspects of the process are drilled down through, but others are not.
Capturing Process Knowledge
3
Understanding Existing Process
(contd.)
• The objective is to „understand?, not just to build an “As-Is” model. The model will only be a tool for communication. • Concentrate on what actually happens in the process, even it is not supposed to. • Don?t document what the procedure guides say we should do, what the managers think is happening, or what the staff thinks you want them to be doing!
Capturing Process Knowledge 4
Understanding Existing Process
(contd.)
• Instead, map the reality of how work is performed today. • Gain evidence whenever you can because some people won?t like the bad news, so you must have strong factual evidence of problems.
Capturing Process Knowledge
5
Investigation Approaches
• • • • Interviews (structured or open) Questionnaires Facilitation workshops Observations centered on the user or process
owners
• Analysis/review of documentation such as company?s system standards and procedure manuals • System audits
Capturing Process Knowledge 6
Interviews & Questionnaires
• Asking questions through interviews and questionnaires are the main techniques for understanding the existing process. • Interviews can yield the most information since they are flexible, giving more opportunity to express views. • To maximise the value of interviews, these should have structured segments. • Questionnaires tend to have a narrow focus but more details. They also provide quantitative feedback because the same questions are asked from many people. • Questions could be: closed (yes/no), or open (opinion seeking and probing)
Capturing Process Knowledge 7
Think Aloud Protocol
• A powerful technique used for capturing task related information • User or manager talks through the stages of the existing task/process, often while they conduct the task. • This technique usually ensures the process is described fully, but can also spark off comments about the problems of the system.
Capturing Process Knowledge 8
Facilitation Workshops
• Facilitated workshops are conducted for the people involved in the process • Process steps are discovered through facilitation and consensus building • And so are process issues and possible suggestions to address the issues
Capturing Process Knowledge
9
Tips for Interviewing & Facilitation Workshops
• It is paramount that already nervous, suspicious staff on the front lines should not think that they are being evaluated personally. If they do, you will never come to know the truth. • Evaluations must be treated as process reviews and not perceived as personal criticism. This means no laughing at what people do, no shaking of the head in disbelief, no suggesting other ways, and no questioning of personal motivation.
Capturing Process Knowledge
10
Observations
• Also known as time-and-motion-study • Team of observers review every action taken in performing the process and note down who it involves and how long it takes • Useful for process analysis since it can identify inefficiencies in the existing process, such as tasks that are taking too long • Output of this analysis is a „flow process chart?
Capturing Process Knowledge 11
Documentation Reviews
• Useful for collecting the details which the interviewees or questionnaire respondents have missed • Documents available may include:
– – – – – Office procedures manual Quality system manual Printed or on-screen forms used to enter information Records of customer complaints Contents of IN/ OUT trays
Capturing Process Knowledge 12
System Audits
• Useful for automated processes to know how the system is used • Includes audit of:
– – – – Screen content and existing system navigation Requirements specification Design documentation User and administrator manuals -- change requests, support calls or problem lists – Printed outputs
Capturing Process Knowledge 13
Guidelines for Choice of Investigation Techniques
1. Use a combination of interviews and questionnaires with both common structured questions and open questions encouraging comments. 2. Interview a range of staff -- managers and process performers who will be aware of the detail. 3. Use observation to highlight inefficiencies in the existing process. 4. Use facilitated workshop to build consensus on your findings. Could use story-boarding to simulate process. 5. Do not allow your analysis to prevent innovative ideas as to how the process can be improved.
Capturing Process Knowledge 14
MDI?s Open MDP Case
• Open MDPs are Management Development Programmes for participants from any company. • Areas propose MDPs they want to offer with the faculty who want to direct them. • MDP Committee selects the programmes and makes a provisional calendar which is published and distributed. • For each programme, brochure is printed and mailed to companies by the MDP Office. • Programme is offered if sufficient participants are enrolled. MDP office provides administrative and operational support. • A programme is cancelled if there is insufficient participation.
Capturing Process Knowledge 15
doc_942924123.pptx
BPM-Capturing Process Knowledge
Capturing Process Knowledge
Capturing Process Knowledge
1
?? !!!
Process Investigation
Investigation
Analysis
Understanding
Reality
Capturing Process Knowledge
2
Understanding Existing Process
• Do not tend to skim along the surface, relying only on your general impressions, looking for evidence that support your pre-conceived notions of the process. • Also, do not delve to the lowest level of detail in the operating procedures, and do not see the overall picture at all. • Use a balanced approach in which some aspects of the process are drilled down through, but others are not.
Capturing Process Knowledge
3
Understanding Existing Process
(contd.)
• The objective is to „understand?, not just to build an “As-Is” model. The model will only be a tool for communication. • Concentrate on what actually happens in the process, even it is not supposed to. • Don?t document what the procedure guides say we should do, what the managers think is happening, or what the staff thinks you want them to be doing!
Capturing Process Knowledge 4
Understanding Existing Process
(contd.)
• Instead, map the reality of how work is performed today. • Gain evidence whenever you can because some people won?t like the bad news, so you must have strong factual evidence of problems.
Capturing Process Knowledge
5
Investigation Approaches
• • • • Interviews (structured or open) Questionnaires Facilitation workshops Observations centered on the user or process
owners
• Analysis/review of documentation such as company?s system standards and procedure manuals • System audits
Capturing Process Knowledge 6
Interviews & Questionnaires
• Asking questions through interviews and questionnaires are the main techniques for understanding the existing process. • Interviews can yield the most information since they are flexible, giving more opportunity to express views. • To maximise the value of interviews, these should have structured segments. • Questionnaires tend to have a narrow focus but more details. They also provide quantitative feedback because the same questions are asked from many people. • Questions could be: closed (yes/no), or open (opinion seeking and probing)
Capturing Process Knowledge 7
Think Aloud Protocol
• A powerful technique used for capturing task related information • User or manager talks through the stages of the existing task/process, often while they conduct the task. • This technique usually ensures the process is described fully, but can also spark off comments about the problems of the system.
Capturing Process Knowledge 8
Facilitation Workshops
• Facilitated workshops are conducted for the people involved in the process • Process steps are discovered through facilitation and consensus building • And so are process issues and possible suggestions to address the issues
Capturing Process Knowledge
9
Tips for Interviewing & Facilitation Workshops
• It is paramount that already nervous, suspicious staff on the front lines should not think that they are being evaluated personally. If they do, you will never come to know the truth. • Evaluations must be treated as process reviews and not perceived as personal criticism. This means no laughing at what people do, no shaking of the head in disbelief, no suggesting other ways, and no questioning of personal motivation.
Capturing Process Knowledge
10
Observations
• Also known as time-and-motion-study • Team of observers review every action taken in performing the process and note down who it involves and how long it takes • Useful for process analysis since it can identify inefficiencies in the existing process, such as tasks that are taking too long • Output of this analysis is a „flow process chart?
Capturing Process Knowledge 11
Documentation Reviews
• Useful for collecting the details which the interviewees or questionnaire respondents have missed • Documents available may include:
– – – – – Office procedures manual Quality system manual Printed or on-screen forms used to enter information Records of customer complaints Contents of IN/ OUT trays
Capturing Process Knowledge 12
System Audits
• Useful for automated processes to know how the system is used • Includes audit of:
– – – – Screen content and existing system navigation Requirements specification Design documentation User and administrator manuals -- change requests, support calls or problem lists – Printed outputs
Capturing Process Knowledge 13
Guidelines for Choice of Investigation Techniques
1. Use a combination of interviews and questionnaires with both common structured questions and open questions encouraging comments. 2. Interview a range of staff -- managers and process performers who will be aware of the detail. 3. Use observation to highlight inefficiencies in the existing process. 4. Use facilitated workshop to build consensus on your findings. Could use story-boarding to simulate process. 5. Do not allow your analysis to prevent innovative ideas as to how the process can be improved.
Capturing Process Knowledge 14
MDI?s Open MDP Case
• Open MDPs are Management Development Programmes for participants from any company. • Areas propose MDPs they want to offer with the faculty who want to direct them. • MDP Committee selects the programmes and makes a provisional calendar which is published and distributed. • For each programme, brochure is printed and mailed to companies by the MDP Office. • Programme is offered if sufficient participants are enrolled. MDP office provides administrative and operational support. • A programme is cancelled if there is insufficient participation.
Capturing Process Knowledge 15
doc_942924123.pptx