Updated: Jul 22, 2020
Welcome back everyone!!! And for those who are just joining, welcome! As many are aware, since January we have been discussing the different levels of perspective to understand an organization. In January, we started with understanding the organization. In March, we discussed customer experience and we started this month discussing business process. If you missed any of those discussions you can find them here. In the coming months we will be discussing business rules, systems and data. We spend 2 months on each topic, wrapping up each topic with a video interview with an industry expert on that topic.
It's now time to move on to Part 3 of Perspective 3 - The Process.
HOW TO ANALYZE A PROCESS
There are many reasons you will want to analyze a process. You may want to analyze a process to find process inefficiencies. You may want to analyze a process to obtain metrics on how long it takes to process certain activities, or tasks, within the process. You may want to analyze a process to understand more. Here are some steps you can take to analyze a process:
Define – define the reason(s) you want to analyze the process. As stated above there are many different reasons to analyze a process, and if you have a specific focus you want to make sure you don’t go off on tangents.
Observe – observe the process in action if you have not had a chance to do that as of yet. You may find there are steps done you weren’t even aware of, or it can be another level of clarity on exactly how the process flows. If there are multiple people who conduct the process watch more than one person to see how each one performs the process. There are a lot of insights that can be gained this way.
Criteria – have defined criteria on what you are analyzing. For example, you may want to analyze how many handoffs occur in a process and why. Are those handoffs aiding in the process being inefficient?
Communication Plan – determine how the results of the analysis will be communicated and to whom. As well as, what is the recommendation, or plan, to close those analysis gaps. This could result in a “future state” process map to demonstrate how the process can be more efficient or how the process can be leaned out.
As you can see, understanding the business process can bring a lot of clarity and understanding of the organization. This is one tool I love to leverage because it a nice visual depiction of the internal workings of an organization. If I desire more granularity, I can always look at the procedures, or other supporting documentation to gain more clarity.
In the next post, I will talk to a special guest who is EXTREMELY passionate and an expert in this space.
Until next time, signing off,
The BA Martial Artist🥋
P.S. Sign-in and leave a comment below on how you have analyzed process maps.