Analysis Guide version 1.0
Analysis Guide version 1.0 Prepared by Harvard Computing Group for Global 360
A 20 minute guide to running a successful analysis and simulation project
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Analysis Guide version 1.0
Table of Contents Introduction ........................................................................................................................... 4 Overview of the Analysis Guide ........................................................................................................................................... 4 What is Included in the Analysis Guide ................................................................................................................................ 4
A step-by-step process......................................................................................................... 5 1
Analyzing the “As Is” Process ...................................................................................... 6 1.1
Objectives, approach and results ............................................................................................................................ 6
1.2
What should be included in your BPMN “As Is” process map ................................................................................. 6
1.3
Quick Checklist before Getting Started ................................................................................................................... 7
1.4
Reviewing Processes for Understanding and Communication................................................................................ 7
1.4.1
Checklist for Review for Process Understanding and Communication ............................................................... 8
1.4.2
Reviewing Processes for Efficiency .................................................................................................................. 10
1.4.3
Checklist for Process Efficiency ....................................................................................................................... 11
1.5
Reviewing Processes for Quality .......................................................................................................................... 12
1.5.1 1.6
2
Reviewing Analysis Results .................................................................................................................................. 14
Creating the “To Be” Process ..................................................................................... 15 2.1
Objectives, approach and results .......................................................................................................................... 15
2.2
Getting started: Creating the “To Be” process....................................................................................................... 15
2.2.1
3
Checklist for Process Quality ........................................................................................................................... 14
Checklist for “To Be” Process .......................................................................................................................... 16
Simulating the “To Be” Process.................................................................................. 17 3.1
Objectives, approach and results .......................................................................................................................... 17
3.2
Getting started: Simulating the “To Be” process ................................................................................................... 17
3.2.1
Checklist Simulating the “To Be” Process ........................................................................................................ 18
Summary .............................................................................................................................. 20 APPENDIX ............................................................................................................................ 21 Additional information ......................................................................................................................................................... 21 Checklists ........................................................................................................................................................................... 22 Checklist: Review for Process Understanding and Communication (Page 1 of 2) ......................................................... 22 Checklist: Review for Process Understanding and Communication (Page 2 of 2) ......................................................... 23 Checklist for Process Efficiency (Page 1 of 1) ............................................................................................................... 24 Checklist for Process Quality (Page 1 of 1) ................................................................................................................... 25
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Checklist for “To Be” Process (Page 1 of 1) .................................................................................................................. 26 Checklist Simulating the “To Be” Process (Page 1 of 1) ................................................................................................ 27 About Global360 ................................................................................................................................................................ 28
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Introduction Overview of the Analysis Guide Welcome to the Analysis Guide. This document has been created for Project Managers, Business Analysts, and BPM professionals seeking improvement using proven analysis techniques. It has been designed to help experts and non-experts alike; providing a rich and succinct framework for new analysts or managers interested in analyzing and simulating processes. If you are new to process analysis and simulation, this document will guide you through your first process analysis project. For experts, short-cuts, best practices and examples will help you get the most from BPMN modeling and analysis tools like Visio Premium 2010 and its analystView plug-in. The Analysis Guide is derived from the Simplified Process Mapping methodology developed by Harvard Computing Group (www.harvardcomputing.com). This method is independent of other methodologies your organization may be using, such as Six Sigma, Balanced Scorecard, ISO or ITIL practices. Assumption: You have a BPMN map/model built or in draft form. Following this simple 3-step guide will help you learn how to: 1.
Objectively evaluate and improve the “As Is” process you have created;
2.
Create the “To Be” process incorporating improvements from Step 1;
3.
Run a simulation of the “To Be” process to identify expected results from the process.
The method described in this guide is independent of modeling and analysis tools. To bring some of the examples to life, we do refer to Visio Premium 2010 (standards-based BPMN modeling) and Global’s 360’s analystView (BPMN model simulation and analysis). Free trials to both products can be found at www.global360.com/analystView, but any modeling and simulation tools can be used along with this guide.
What is Included in the Analysis Guide The Guide provides the following information to help you analyze the “As Is” processes in your organization and create a new “To Be” process that will improve your existing process. To help you achieve these goals, the guide includes an ordered set of steps (activities) to move you through the analysis process. In addition, detailed instructions to perform each of these steps successfully are linked to best practices and how to apply them. Checklists including suggestions to refine your analysis and improve results are also included. Further information on where to receive additional training and support is available at the end of this document or by visiting www.global360.com/analystView-support.
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A step-by-step process The analysis process consists of three primary activities:
Figure 1: Analysis methodology 1.
Analyze the “As Is” process (Note: In Figure 1, this step is divided into four sub-processes, consisting of individual reviews for understanding, efficiency and quality, and an overall review.)
2.
Create the “To Be” process
3.
Simulate the “To Be” process
These three processes follow a logical progression for anyone doing analysis work in Visio with BPMN. The basic model created in this format will have some but not all data needed to complete an effective analysis or simulation. The three processes will help capture relevant information and ensure use of best practices. Using a BPMN modeling and analysis solution like Visio Premium 2010 and Global360’s analystView plug-in will shorten the timeframe for an effective analysis and simulation of the work processes. Once the “As Is” analysis is complete, some obvious opportunities for change will emerge. In some cases, a simulation run be run immediately after “As Is” changes have been identified. This will help identify and confirm areas of concern or change. Integrating these changes and modifying the process will result in the development of the “To Be” process. The second step in our overall analysis process. The final step is to simulate the “To Be” process. This will take all the input and changes we have made to our processes, such as; identifying workflows, resources, work paths, and provide results based on this new “To Be” work scenario. For the most part, the terminology used to describe these processes will likely be obvious, but if you are unfamiliar with BPMN, Visio or analystView, please visit our resources center to get additional training and support from us.
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1 Analyzing the “As Is” Process 1.1 Objectives, approach and results Welcome to the first step in our three Step process, analyzing the “As Is” process. In this process, Business Analysts and Project Managers will analyze the process in its current form. We will walk you through best practices and checklists to ensure your resulting process has been analyzed using proven techniques. The result will be a detailed set of notes and recommendations on the map for Understanding, Efficiency and Quality criteria. Combined these will provide an excellent baseline for analysis and improvement of your process. Tip: If you are using Visio 2010 Premium, use the mark up tools available on the Ribbon Toolbar labeled “Review”.
Figure 2 Analyzing the "As Is" Process (note tasks which are colored orange)
1.2 What should be included in your BPMN “As Is” process map As the name would suggest, the “As Is” process represents how work is currently being done. This becomes your starting point to discover what needs to be changed and improved in your process. Analysis is always the first step in this activity. Tip: This step assumes that you have a BPMN map created. If you do not have one that this stage, then build one before continuing further. Take some time to review your BPMN process map. Each of the Tasks or Activities has a number of characteristics. The work itself, who is doing it, and what happens next. These are connected creating the “As Is” process through connectors and links which show outcomes or branches and where new processes start and finish. We also have some important supporting information such as resources required to complete the work successfully, timing, and scheduling of staff and work resources. All these are also dependent on arrivals information; describing when and how many work packages are going to arrive at a specific task or step, and of course, the time to complete them. In order to ensure your BPMN map is ready for analysis, use the checklist below before getting started. This will ensure you have enough data to complete the analysis and move onto the next steps. If you are using Visio 2010 Premium and Global 360s analystView plug-in, we recommend you add all the information on the checklist.
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1.3 Quick Checklist before Getting Started Use this short checklist to improve the quality of your “As Is” process analysis. 9
All task or activity data has timing, resources and scheduling information loaded
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Outcomes and links to other pages or processes are complete and don’t have any open loops or “orphaned tasks”
9
Connectors from one activity to another are linked
9
Roles and resources information (e.g., cost, timing number of employees) have been populated into the Visio BPMN maps or analystView simulation setup fields.
Once you have completed this checklist, then we are ready to proceed.
Figure 3: Three views of analysis process To complete your first analysis step, a detailed review of the process through three different lenses will greatly increase your chances of success. It is important to use these three reviews as each one will bring new issues to the surface; information that may be missed by only viewing the process through a single lens. Even experienced Business Analysts adopt this principle, which is why many use a variety of approaches when analyzing a process. This ensures that they do not leave opportunities for improvement on the table as they move through each step.
1.4 Reviewing Processes for Understanding and Communication The first pass through any existing process should be an analysis check for understanding. While this may seem obvious, there are often errors, omissions and problems in an existing process; just because it was not checked or corrected before being published.
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Figure 4: Reviewing the “As Is” map for understanding (Sub-process 1) During this review, the Project Manager or Business Analyst ensures that the maps are complete, confirms that the data is accurate, gains a consensus on the process, and verifies that captured processes and decisions meet management goals and objectives. The common errors listed will help to ensure you cover all of the salient points: 1.4.1
Checklist for Review for Process Understanding and Communication
Common Error
Tips for Improvement
Inconsistent descriptions for Activities and Sequence Flows
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Process maps aren’t aligned with business requirements
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Inaccurate Activity or process descriptions. (The wrong Activity descriptions, Activities in the wrong order, or missing Activities.)
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Inconsistent use of names within a process map
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Ensure that the Business Analyst (if that’s not you) and the Subject Matters Experts assist in conducting the validation review. Ensure that the business process meets the management objectives that were established for it. If key performance indicators (KPIs) have been defined, ensure that they support the business requirements. Ensure that the description for each Activity starts with an action-oriented verb and is as brief as possible. Using this format may seem like a small thing, but describing each Activity this way makes the purpose of the Activity clear and shows that it is an active step in the process. Descriptions on Sequence Flow arrows should describe a work state, i.e., the condition of work between activities. Consider using the text on a Sequence Flow to describe either what has just happened or what needs to happen next. Either one will give the reader of your map a good sense of where we are in the process. As with the Activity description, be concise here too. If using spelled out names, use them consistently. When using acronyms, define them the first time you use them and, if needed, add a glossary for the reader.
Check to ensure that all Activities and their outcomes and connections meet the process goals and are accurate.
Check that all names used in a process map (Roles, Resources, Instructions, etc.) are spelled correctly and are used consistently throughout the map.
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Common Error
Tips for Improvement (continued)
Inconsistent use of names across process maps
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Incomplete process maps
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If you find that a resource or role is called one thing in one map or Activity, and something else in another process map, agree on consistent names with all process owners, and update the maps accordingly. Ensure that all required Activities are represented. For Activities and Gateways with multiple outcomes, ensure that the map shows all outcomes. It’s easy to document the obvious outcomes, like “Approved” and “Rejected”, but don’t forget less obvious outcomes like “Need more information” or “Decision postponed”.
Missing graphics or images
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Process Maps do not support business goals of the project
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Check activities on your “As Is” process against business goals.
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Mark areas for improvement.
KPIs defined do not support or reflect business goals of the project
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Activities or Tasks do not use a verb as the first word in the description
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Expected outcomes are unclear or inaccurate
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The process is incomplete
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Users find it difficult to read the BPMN map
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Spelling and terminology errors are present
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Parallel paths or activities with dependencies are not obvious to the reader
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Does your model comply? (Yes, No)
A picture can be worth a thousand words. Visio 2010 makes it simple to import images and include other graphics that help to illustrate a point or convey a message.
Ensure KPIs directly reflect and support the business goals. Identify any areas where this is not the case and add new KPIs where they are needed Activities or Tasks should always use a verb to begin the description. If you cannot describe the activity with a verb first, then it may be an outcome or work state. Links between tasks and their connection to the next relevant activity should be reviewed for accuracy. Make notes for changes on the BPMN map. Check your map for “open loops” or “orphan tasks or connectors”. Ensure every part of the process is followed to its logical successful conclusion. Add a Legend to your map with an explanation of symbols, colors and materials as needed. Carefully read the document for spelling and terminology errors. Correct as needed. Ensure activities that occur concurrently (in parallel) are clear to the reader by laying them out in sequential lines. Note or mark activities that have dependencies for completion in the BPMN workflow.
Each map should be quickly reviewed after the analysis and changes have been made to improve process understanding and communication. Tip: Checklist available in the Appendix.
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1.4.2
Reviewing Processes for Efficiency
Reviewing your “As Is” process for efficiency is one of the most important steps. Once you have reviewed your “As Is” process for understanding, you are ready to move to this key area.
Figure 5: Reviewing the “As Is” map for efficiency (Sub Process 2) Efficiency means getting things done better, quicker, with more automation, improved throughput, reduced waste, more productivity… You get the picture. Here is a list you can use to review each Activity in a process for efficiency: Identify processes that appear to be very complex
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Is it a major opportunity for improvement, not because it is a truly complex process but because a basic process has too many tasks or activities. Try to simplify where possible by reducing activities; the order in which work is processed and looking for activities that can be automated.
Simulate the “As Is” process
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Simulating your current process can be an excellent way to learn about bottlenecks and other inefficiencies. This is an excellent way to validate that the “As Is” model mirrors today’s reality.
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Figure 6 shows the results of a simulation run for the “As Is” insurance claims process map that is included with the Visio Premium 2010 plug-in analystView. The red color bars highlight resource utilization or waiting time inefficiencies that can be improved.
Identify redundant Activities
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Can similar activities done by more than one role be removed or replaced? A process simulation tool like analystView can be used to identify where this duplication is occurring. For example, long wait times and poor performance in the Service Level Agreement (SLA) category after a simulation run will help to identify opportunities for improvement.
Find delays
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Look for activities or process timing issues that result from long wait times between tasks, long task durations or tasks occurring too frequently. By checking these times you may identify tasks that are creating bottlenecks.
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Use analystView simulation statistics to identify areas that are taking too long or have excessive wait times.
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Review resource allocation for efficiency
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Look for resources that are being wasted or are overextended. Are certain roles being overworked? Anyone in the organization who has more than 90% allocation in a process is likely to be maxed out. Identify those roles and then add new resources or cross-train existing resources to improve process productivity.
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Look for parts of the process where automated or system resources are underutilized. Examine the results from your simulation run to look for improvement opportunities and then optimize the process.
1.4.3
Checklist for Process Efficiency
Following the checklist for efficiency may be your most important step in a successful analysis. Careful completion and review of this list will ensure you have the best potential opportunities to improve your process. Bring another Business Analyst or staff member in for this review, as more input from the team will likely bring more opportunities for efficiency and change.
Common Error
Tips for Improvement
Processes are overly complex
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Simplify processes wherever possible.
Redundant tasks and activities are in the process map
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Remove them or make recommendations for change in your “To Be” process
Lag time and delays between tasks and activities
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Poor resource allocation with over or under capacity
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Simulation run has not been made to validate results and expected outcomes.
Reduce or eliminate them where possible. Use analystView to help identify lag times and delays.
Use analystView to help identify where skill changes or resource reallocation could improve the situation.
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Change or reallocate resources to reduce allocation problem within the process.
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Run simulation to validate results and expected outcomes.
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Does your model comply? (Yes, No)
If data from your process discovery activity was accurate, the simulation of the as-is model should closely mirror how your process performs today.
Tip: Business Analysts and Project Managers please note: A complete of all checklists is included in the Appendix. Feel free to print them and use them on your projects.
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Figure 6: Example of simulation run with efficiency metrics displayed
1.5 Reviewing Processes for Quality The final area to review is Quality. Having an efficient and easy to follow process does not buy you much if the process creates customer dissatisfaction or a shoddy product.
Figure 7: Reviewing the “As Is” map for quality (Sub Process 3)
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The efficiency improvements identified in the previous section cannot be made in a vacuum. Unless you keep quality in mind as you make other changes, the benefits of higher efficiency can be quickly lost. For example, there is little value in increasing throughput if quality problems cause customer dissatisfaction, increased costs or additional remediation tasks. In addition, poor quality means increased risk. As risk management is often a crucial component of successful process improvement, quality should be built into the process, not added via repairs down the line. Factors to consider when reviewing a process for quality include: What to measure?
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Decide precisely what the quality metrics from the process and supporting Activities will be.
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Make sure your results are quantifiable.
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Decide what you are going to do with the results.
Ensure that each Activity has been completed to a high level of quality.
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Build the quality standards into the KPIs for each activity.
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Include Service Level Agreement (SLA) standards, if appropriate.
Identify tasks/processes without a Quality Assurance (QA) function or adequate quality metrics.
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Add QA functions or metrics, where appropriate.
Measure defect and failure rates with root cause analysis.
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Determine why the failure rates are high using simulation to measure SLA performance against KPIs.
Determine whether an accurate quality baseline has been established for this process.
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A quality baseline is a set of metrics an organization has agreed on as an acceptable level of performance. For example, the baseline might limit the number of failures in an activity, define response time for completion of a process, or measure customer satisfaction.
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If a quality baseline is not present, then review the process to create one, as needed.
Determine whether preventative actions have been defined.
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This may mean adding improved quality control to Arrivals in the system. For example, is an arriving work package complete? Does it have all needed signatures and approvals?
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Have quality standards for completion of work in specific Activities been well defined? For example, are there KPIs in place that measure successful completion?
Simulate the “As Is” process
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Just as simulation can help with reviewing for efficiency, it can aid in identifying quality gaps. For example, use analystView to locate SLA failures or to identify places in the “As Is” process where work is not being completed by the end of the workday.
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1.5.1
Checklist for Process Quality
Common Error
Tips for Improvement
Quality Metrics and KPIs are not aligned or compatible
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There is no monitoring or feedback to stakeholders on Quality results
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Ensure your quality metrics for the project and KPIs are aligned and compatible Make changes as needed to alignment.
Check that quality results are going to be monitored and fed back to the stakeholders as agreed.
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Institute communication and resolution plans to ensure this occurs.
QA standards are not being met
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Validate QA standards are included in the process and are being met.
Inadequate quality or materials standards in the process
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Ensure data and material quality standards are in place for work in progress.
Project does not have a Quality Baseline
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Institute a Quality Baseline for all parts of the process.
Failure and defect levels are too high
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Identify areas for improvement.
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Make recommendations for change and note on process maps.
` SLA standards are not being met Quality simulation run not being made
Ensure the delta between actual and desired rates is communicated to stakeholders.
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Check SLA standards reflected in the documented process.
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Make recommendations for changes which will improve results.
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Does your model comply? (Yes, No)
Use analystView or other simulation features to review simulation results for quality standards and SLAs.
1.6 Reviewing Analysis Results At this point, you have analyzed your “As Is” process for understanding, efficiency and quality. Before you begin to create your “To Be” process model, it’s important to check for interactions among the changes you are contemplating. For example, if you simplify part of the process to make it more understandable, does that affect the quality of the process results? Or, might the changes you’re considering to improve quality have the side effect of reducing efficiency? If you discover interactions among your proposed changes, you’ll need to conduct a secondary analysis to ensure that your revised process is as good as it can be in all three areas. Tip: Business analysts and Project Managers should review each of the checklists from Step 1 in the previous section; this will help identify potential problems and interactions quickly.
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2 Creating the “To Be” Process 2.1 Objectives, approach and results Welcome to the second step in our three-step process, creating the “To Be” process. In this step, Business Analysts and Project Managers will review the results of the first step and then modify the “As Is” process. In this section extensive use of best practices and checklists will help us capture all the points noted in step one, and improve our process as a result. At the end of this step, our process will have efficiency, quality and understanding improvements completed, and a much improved process ready for simulation. Particular attention is made to removing bottlenecks, meeting requirements for SLAs, simplifying processes, cutting lag times and meeting quality requirements.
2.2 Getting started: Creating the “To Be” process Once you have completed the understanding, efficiency and quality reviews, you are ready to make process changes. Follow the activities below to incorporate changes into your process. When using Visio 2010 and analystView ensure that you either rename the process, or add additional pages to your “As Is” maps to make side by side comparisons and simulations easy to follow. In addition, if you are using SharePoint we strongly recommend version control for document revisions, as this step can be iterative as changes are made to the new “To Be” process maps. Change any elements associated with validating and understanding the existing process.
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Modify the process map, adding and changing elements that improve clarity and precision of the new process.
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Update analystView simulation parameters to reflect the changes you may have made to Roles, Activities, Participants and Arrivals.
Update changes identified during analysis for efficiency.
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Simplify any processes that are more complex than needed.
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Change and update parameters for bottlenecks and redundancies you have identified.
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Remove lag time from the process, if applicable, before running analystView’s optimize function.
Adjust quality activities in the process map and in the analystView simulation settings.
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Ensure that SLA levels are well defined.
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Ensure that arrivals meet high quality standards to avoid rework.
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Capture defect rates and root causes of problems. Adjust as needed.
Figure 8: Review each of your other steps before creating the “To Be” process
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2.2.1
Checklist for “To Be” Process
Common Error
Tips for Improvement
Problems and improvements in understanding have not been incorporated in “To Be” process
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Incorporate any new improvements identified by users during the review.
New roles and activities changes do not match up with requirements
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Crosscheck roles and revised activities with users and stakeholders.
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Make changes as needed.
Complex process problems are not simplified in “As Is” analysis
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Simplify complex processes identified in the analysis step 1, sub process 2.
Bottlenecks still exist
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Remove bottlenecks and lag times where possible
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Check for improvement metrics over the “As Is” process
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Ensure quality parameters and standards are being met.
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Review and change to meet project requirements as needed.
Quality parameters and standards still lacking
Changes from initial “As Is” analysis cause problems in Understanding, Efficiency or Quality as a result
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Defect rates in “To Be” process are too high
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Check that new changes that improve understanding meet this goal. (This can be done by reviewing the “To Be” with the target users of the process)
Review process for potential interactions from earlier analysis input. e.g. Efficiency changes which may affect quality, compliance or reporting requirements. Identify problem areas and resolve conflicts with relevant stakeholders while ensuring proposed solutions meet process Business Goals and KPIs.
Check defect rates and new process solves any root cause analysis results or recommendations. Make changes to ensure new processes and activities meet new and acceptable standards.
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3 Simulating the “To Be” Process 3.1 Objectives, approach and results Welcome to the final step in our three Step process, simulating the “To Be” process. In this step, Business Analysts and Project Managers will prepare and run the “To Be” process for simulation. The best practices and instructions in this section will ensure that all your changes in the earlier steps have been accurately added to your simulation model before starting the simulation. The checklist in this section will provide guidance to ensure your do not miss any important steps and if you are using Visio 2010 Premium and analystView, provide pointers for a successful simulation. At the end of this step, we will have completed all three steps of our Analysis Guide. Once complete, this section can be used again to make comparative simulation runs with different conditions in your simulation scenario. If you would like to learn more about simulation and process improvement review the contact information in the Appendix of this document for additional training and support.
3.2 Getting started: Simulating the “To Be” process Once you have finished making changes to your process, you are ready to simulate the results. Simulation is a vital step. Although your “To Be” process represents your best ideas about how to make the process better, you have not been able to test your ideas in practice. In other words, at this point your “To Be” process is based on a set of educated guesses. Simulation can bring your “To Be” process to the next level by testing your theories, proving or disproving your assumptions, and identifying potential bottlenecks or process issues that even the best Business Analyst might miss. Before you run your simulation, review the following Best Practices and activities:
» »
Have you updated all of the Activities and Resources and made any other changes that affect your BPMN model? Have you changed all of the required simulation parameters in analystView?
After your final checks, you are ready to run the simulation to determine the results. Figure 9 shows simulation results for the insurance company “To Be” process that is included with analystView.
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Figure 9: Summarize your analysis results with a new simulation run comparing “As Is” versus “To Be”
3.2.1
Checklist Simulating the “To Be” Process
Common Error
Tips for Improvement
No action taken from comparison simulation run
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Ensure comparison is made between “As Is” results and “To Be” simulation run.
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Incorporate changes into a revised or second run “To Be” process
Changes not rolled back into BPMN model
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Changes require management support or escalation, but action not taken.
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Bring results back to stakeholders and management to gain support for change.
Serious risk factors identified but not acted upon
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Note and escalate risks to management and stakeholders.
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Make recommendations to reduce or alleviate risk.
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Make the changes from the simulation run(s) back into the BPMN model as needed.
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You can use the “To Be” process simulation results to determine whether the changes you have made are adequate. If the results raise more issues, then consider using the Optimization feature described in the analystView help text or the analystView Getting Started Guide.
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Summary Analysis of an existing process is not as daunting a task as many think. Using this simple guide, you have now learned the basics of analysis and improvement. To ensure that your processes are consistently meeting rigorous standards always use the following checklist:
9 9 9 9 9 9
Review your maps for ease of Understanding. If someone cannot understand what is on the map, chances are they will follow the process incorrectly or will simply ignore the map. Check each process for Efficiency. The pointers in this document will help you improve any process. Many organizations follow this process, or derivates of it, so don’t be afraid, it works! Ensure that Quality standards are met. Some organizations still consider Quality as a separate process. Organizations with high quality standards and impressive customer loyalty often achieve these results by building Quality into the process. Review potential interactions among proposed improvements to understanding, efficiency and quality. Implementing isolated changes without considering their interactions may lead to suboptimal results. Create the “To Be” process. Simulate the “To Be” process to ensure that your proposed improvements achieve maximum results.
Finally, enjoy the learning curve for your analysis projects. Ask questions, and question the answers continually. It is often the secondary question about the work patterns and outcomes where the nuggets of improvement lie. If you are a new Business Analyst please contact us for further information on training and support for your projects. Details on the last page of the Appendix of this document.
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APPENDIX Additional information For additional information on how to use analystView use the analystView Getting Started Guide included with the software or available on our web site at: www.global360.com/analystview-support Detailed on-demand training is also available at: http://www.global360.com/services/training-course-descriptions Please use the contact information at the end of this section for any follow up or suggestions you have about this document or its content.
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Checklists For your convenience, the Checklists are included here for use in your next analysis project.
Checklist: Review for Process Understanding and Communication (Page 1 of 2) Common Error
Tips for Improvement
Inconsistent descriptions for Activities and Sequence Flows
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Process maps aren’t aligned with business requirements
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Inaccurate Activity or process descriptions. (The wrong Activity descriptions, Activities in the wrong order, or missing Activities.)
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Inconsistent use of names within a process map
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Inconsistent use of names across process maps
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Does your model comply? (Yes, No)
Ensure that the Business Analyst (if that’s not you) and the Subject Matters Experts assist in conducting the validation review. Ensure that the business process meets the management objectives that were established for it. If key performance indicators (KPIs) have been defined, ensure that they support the business requirements. Ensure that the description for each Activity starts with an action-oriented verb and is as brief as possible. Using this format may seem like a small thing, but describing each Activity this way makes the purpose of the Activity clear and shows that it is an active step in the process. Descriptions on Sequence Flow arrows should describe a work state, i.e., the condition of work between activities. Consider using the text on a Sequence Flow to describe either what has just happened or what needs to happen next. Either one will give the reader of your map a good sense of where we are in the process. As with the Activity description, be concise here too. If using spelled out names, use them consistently. When using acronyms, define them the first time you use them and, if needed, add a glossary for the reader.
Check to ensure that all Activities and their outcomes and connections meet the process goals and are accurate.
Check that all names used in a process map (Roles, Resources, Instructions, etc.) are spelled correctly and are used consistently throughout the map.
If you find that a resource or role is called one thing in one map or Activity, and something else in another process map, agree on consistent names with all process owners, and update the maps accordingly.
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Analysis Guide version 1.0
Checklist: Review for Process Understanding and Communication (Page 2 of 2) Common Error
Tips for Improvement (continued)
Incomplete process maps
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Ensure that all required Activities are represented. For Activities and Gateways with multiple outcomes, ensure that the map shows all outcomes. It’s easy to document the obvious outcomes, like “Approved” and “Rejected”, but don’t forget less obvious outcomes like “Need more information” or “Decision postponed”.
Missing graphics or images
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Process Maps do not support business goals of the project
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Check activities on your “As Is” process against business goals.
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Mark areas for improvement.
KPIs defined do not support or reflect business goals of the project
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Activities or Tasks do not use a verb as the first word in the description
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Expected outcomes are unclear or inaccurate
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The process is incomplete
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Users find it difficult to read the BPMN map
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Spelling and terminology errors are present
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Parallel paths or activities with dependencies are not obvious to the reader
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August 3, 2010
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Does your model comply? (Yes, No)
A picture can be worth a thousand words. Visio 2010 makes it simple to import images and include other graphics that help to illustrate a point or convey a message.
Ensure KPIs directly reflect and support the business goals. Identify any areas where this is not the case and add new KPIs where they are needed Activities or Tasks should always use a verb to begin the description. If you cannot describe the activity with a verb first, then it may be an outcome or work state. Links between tasks and their connection to the next relevant activity should be reviewed for accuracy. Make notes for changes on the BPMN map. Check your map for “open loops” or “orphan tasks or connectors”. Ensure every part of the process is followed to its logical successful conclusion. Add a Legend to your map with an explanation of symbols, colors and materials as needed. Carefully read the document for spelling and terminology errors. Correct as needed. Ensure activities that occur concurrently (in parallel) are clear to the reader by laying them out in sequential lines. Note or mark activities that have dependencies for completion in the BPMN workflow.
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Analysis Guide version 1.0
Checklist for Process Efficiency (Page 1 of 1) Common Error
Tips for Improvement
Processes are overly complex
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Simplify processes wherever possible.
Redundant tasks and activities are in the process map
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Remove them or make recommendations for change in your “To Be” process
Lag time and delays between tasks and activities
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Poor resource allocation with over or under capacity
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Simulation run has not been made to validate results and expected outcomes.
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Reduce or eliminate them where possible. Use analystView to help identify lag times and delays.
Use analystView to help identify where skill changes or resource reallocation could improve the situation.
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Change or reallocate resources to reduce allocation problem within the process.
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Run simulation to validate results and expected outcomes.
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Does your model comply? (Yes, No)
If data from your process discovery activity was accurate, the simulation of the as-is model should closely mirror how your process performs today.
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Analysis Guide version 1.0
Checklist for Process Quality (Page 1 of 1) Common Error
Tips for Improvement
Quality Metrics and KPIs are not aligned or compatible
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There is no monitoring or feedback to stakeholders on Quality results
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Ensure your quality metrics for the project and KPIs are aligned and compatible Make changes as needed to alignment.
Check that quality results are going to be monitored and fed back to the stakeholders as agreed.
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Institute communication and resolution plans to ensure this occurs.
QA standards are not being met
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Validate QA standards are included in the process and are being met.
Inadequate quality or materials standards in the process
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Ensure data and material quality standards are in place for work in progress.
Project does not have a Quality Baseline
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Institute a Quality Baseline for all parts of the process.
Failure and defect levels are too high
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Identify areas for improvement.
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Make recommendations for change and note on process maps.
` SLA standards are not being met Quality simulation run not being made
August 3, 2010
Ensure the delta between actual and desired rates is communicated to stakeholders.
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Check SLA standards reflected in the documented process.
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Make recommendations for changes which will improve results.
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Does your model comply? (Yes, No)
Use analystView or other simulation features to review simulation results for quality standards and SLAs.
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Analysis Guide version 1.0
Checklist for “To Be” Process (Page 1 of 1) Common Error
Tips for Improvement
Problems and improvements in understanding have not been incorporated in “To Be” process
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Incorporate any new improvements identified by users during the review.
New roles and activities changes do not match up with requirements
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Crosscheck roles and revised activities with users and stakeholders.
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Make changes as needed.
Complex process problems are not simplified in “As Is” analysis
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Simplify complex processes identified in the analysis step 1, sub process 2.
Bottlenecks still exist
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Remove bottlenecks and lag times where possible
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Check for improvement metrics over the “As Is” process
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Ensure quality parameters and standards are being met.
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Review and change to meet project requirements as needed.
Quality parameters and standards still lacking
Changes from initial “As Is” analysis cause problems in Understanding, Efficiency or Quality as a result
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Defect rates in “To Be” process are too high
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August 3, 2010
Does your model comply? (Yes, No)
Check that new changes that improve understanding meet this goal. (This can be done by reviewing the “To Be” with the target users of the process)
Review process for potential interactions from earlier analysis input. e.g. Efficiency changes which may affect quality, compliance or reporting requirements. Identify problem areas and resolve conflicts with relevant stakeholders while ensuring proposed solutions meet process Business Goals and KPIs.
Check defect rates and new process solves any root cause analysis results or recommendations. Make changes to ensure new processes and activities meet new and acceptable standards.
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Analysis Guide version 1.0
Checklist Simulating the “To Be” Process (Page 1 of 1) Common Error
Tips for Improvement
No action taken from comparison simulation run
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Ensure comparison is made between “As Is” results and “To Be” simulation run.
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Incorporate changes into a revised or second run “To Be” process
Changes not rolled back into BPMN model
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Changes require management support or escalation, but action not taken.
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Bring results back to stakeholders and management to gain support for change.
Serious risk factors identified but not acted upon
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Note and escalate risks to management and stakeholders.
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Make recommendations to reduce or alleviate risk.
August 3, 2010
Does your model comply? (Yes, No)
Make the changes from the simulation run(s) back into the BPMN model as needed.
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Analysis Guide version 1.0
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