Untangling your business processes

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This post follows my article  Has your start-up outgrown its processes?

The Cambridge online dictionary defines a tangle as ‘an untidy mass of things that are not in a state of order, or a state of confusion or difficulty’

And that’s exactly the situation when your business processes are tangled. It’s a mess and it’s difficult to know where to start.  

The first step is to understand the tangle before taking it apart. This means we have to map the business processes within it.

Process mapping is typically done by a group of people who represent the process owners, operators and the internal customers and suppliers.  Each process step is written onto post-it notes  and labelled lines are drawn to link each process to the next process  or decision in the process chain.

Producing an attractive and accurate set of business process maps is not always something that can be done quickly and simply.  This is an iterative process.  Often a process mapping session will be the first time that how work is done and why it is done, is assessed objectively by a a third party.

While process problems may be visible to the front line workers, they may have limited visibility to senior management.  At that level the view may be that  business processes are relatively straightforward and can be mapped and understood in a couple of days.  ‘After all, things are getting done aren’t they?’  and ‘no one’s told me of any problems’ may be their viewpoint.  This is highlighted by Sydney Yoshida’s Iceberg of Ignorance 

iceberg

This suggests that in a typical organisation,  awareness of problems reduces the further up one goes in an organisation, with only 4% organisation’s front line problems known by top management.  Before committing time (and cost) to a process mapping project, it’s well worth talking to the people in the process to find out how things REALLY are.   My WOMBAT approach is a quick and simple way to do this.

Process mapping will reveal holes, duplications, inconsistencies and non-value adding activities.   After an initial process mapping session has been held, follow-up review and development of these process maps may be continued using online process modelling tools such as lucidchart.com or draw.io while collaborative white boards such as realtime board or stoodle can be used for online process sketching and brainstorming.  

Process mapping is a diagramming technique that helps visual thinking, drawing out knowledge that otherwise may be hidden.  Process maps must be simple and intuitive to read.  BPMN V2.0 is complex with over 60 symbols shown in the BPMN V.2 poster from the “Berliner BPM-Offensive.  Any business process model that requires a reference book and a training course to interpret or construct is unnecessarily complicated. If BPMN is used modelling guidelines and a restricted symbol set MUST be implemented.

When I’m producing business process maps I use the language of the business people that I’m interviewing to define the sequence of events and decisions that are part of the overall  process.   This means using simple verb-noun notation to describe activity, output and connections.

When I’m producing business process maps I use the language of the business people that I’m interviewing to define the sequence of events and decisions that are part of the overall  process.   This means using simple verb-noun notation to describe activity, output and connections.

Maps must be able to communicate to tell a story.   The maps below do not follow a formal methodology but they are logical and quick to understand and thus be used as a basis for business process review, decision making and planning.

MAPS TO BE ADDED