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Seven Process Tools for Business Analysts

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Slides from a presentation given by Roger Burlton to a meeting of IIBA UK's North Branch in Leeds on 14 November 2018.

Publicado en: Empresariales

Seven Process Tools for Business Analysts

  1. 1. seven Process Tools for Business Analysts Roger T. Burlton, P.Eng. , CMC +1-604-240-5436 Roger.burlton@processrenewal.com Twitter: @RogerBurlton www.processrenewal.com
  2. 2. 2 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for Prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  3. 3. 3 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for Prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  4. 4. 4 www.processrenewal.com Stakeholder Value attributes: Who Cares? There must be a relevant stakeholder • All aspects are potentially important • Exchanged Items • Expected Outcomes • Experience • Some aspects could predominate • Full value comes from full realization
  5. 5. 5 www.processrenewal.com Aspects of Business Value: What’s Important to Stakeholders at all levels? What Things? Exchanged Items • Tangible things – the beginning of value • Products, Services, Information and commitments • Items should be countable • Items are not assessments
  6. 6. 6 www.processrenewal.com Aspects of Business Value: What’s Important to Stakeholders at all levels? What Benefit? Expectations of benefit • What important stakeholder needs will be achievable by receiving the items? • What can the recipient do in their world that they could not do before • Falling short leads to relationship failure
  7. 7. 7 www.processrenewal.com Aspects of Business Value: What’s Important to Stakeholders at all levels? What Experience? Experience of interaction • How did they feel while interacting with us? • How we and they drive services • How we and they interact with each another • How we can differentiate when Exchanges and Expectations are similar in the industry
  8. 8. 88 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Describe the value (benefits and the experience) wanted by the main stakeholders.
  9. 9. 9 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  10. 10. 10 www.processrenewal.com Use the right Technique for the right Problem: This is not recommended!
  11. 11. 11 www.processrenewal.com perspectives needed: the IGOE with Guides and Enablers Inputs are transformed into Outputs according to Guides using Enablers when Events occur
  12. 12. 12 www.processrenewal.com Inputs are processed into Outputs according to Guides using Enablers when Events occur Processes connectivity: Bank IGOE scope example
  13. 13. 1313 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Document an IGOE chart with 2 Inputs, Outputs, Guides and Enablers
  14. 14. 14 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  15. 15. 15 www.processrenewal.com Consolidated Value - Exchanges, Expectations and Experiences is the basis for measurement Value Measures - KPIs Item Delivery Value Benefit Value Experience Value
  16. 16. 16 www.processrenewal.com Process hierarchy: Tracing business performance Value Chain KPIs Level 1 Process KPIs Level 2 Process KPIs
  17. 17. 17 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Define a KPI for each measurement category.
  18. 18. 18 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  19. 19. 19 www.processrenewal.com Questions and Decisions: Intersection of Processes and Business Rules slide courtesy of Business Rule Solutions, LLC  www.BRSolutions.com Are there more sub decisions that must be made to know if the applicant is eligible? What set of business rules are required to guide what is ‘acceptable’? Is the applicant eligible for the loan? Is the application complete? Is the credit score acceptable? Are the loan risk parameters in range? • A service representative must be assigned to a received application not yet completed. • The applicant’s credit score must be higher than the minimum published in the current credit risk table. • The monthly repayment amount must be less than the authorized % of the applicant’s income. • An application for a loan greater than $1 million must be approved by a Vice President. Decision Structure
  20. 20. 20 www.processrenewal.com Review application for loan Determine credit score Decide credit worthiness Approve loan Integration of Value Stream or Process with Decisions and Business Rules slide courtesy of Business Rule Solutions, LLC  www.BRSolutions.com Is the applicant eligible for the loan? Is the application complete? Is the credit score above the minimum? Are the loan risk parameters in range?
  21. 21. 21 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Identify 1 major decision and one set of sub decisions as well as 2 business rules.
  22. 22. 22 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  23. 23. 23 www.processrenewal.com Hexagon Capabilities Define Change: in any or all segments A true Capability of the Business brings together the Business Process and all its associated resources to deliver its intended business performance results
  24. 24. 24 www.processrenewal.com Value Chain Level1 Process (Value Stream) Level 2 Process 1.1 Level 3 Process 1.1.1 Level 3 Process 1.1.2 Level 3 Process 1.1.3 Level 2 Process 1.2 Level 2 Process 1.3 Level1 Process (Value Stream) Strategic Frame Level 1 Capability Level 2 Capability a Level 3 Capability a.a Level 3 Capability a.b Level 2 Capability b Level 2 Capability c Level 1 Capability Business Processes and Capabilities: A many to many association Business processes require shared capabilities delivered as shared services Process 1.1.3 requires capability ‘a.a’ to be able Processes 1.1.2 & 1.1.3 require capability ‘a.b’ to be effective Capability ‘a’ requires process 1.1.1 & 1.1.3 to work well Things we do, measure and manage Things we develop, implement and use Defines Need for
  25. 25. 25 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Using the Burlton Hexagon identify 1 item in 3 categories required for coffee success. E
  26. 26. 26 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  27. 27. 27 www.processrenewal.com Prioritize Process and capabilities : Pain-Gain Triage 1. Process Gain • World Class will set us apart from others • Best Practice provides no value in being better than others BUT is noticed if it is worse • Competent means that getting by somehow and doing it the hard way is OK 2. Process Pain • Bottom third (smallest gap)? • Middle? • Top (largest gap)? Invest in what’s strategic and potentially broken first
  28. 28. 28 www.processrenewal.com Determine capability Gaps for priority changes Cause of Performance Gaps and Plan for Transformation
  29. 29. 29 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. For your coffee process identify two sub-activities that are High Pain and High Gain.
  30. 30. 30 www.processrenewal.com Agenda Stakeholder E3 (Exchanges, Expectations and Experiences) The Process IGOE (more than flow) Multiple Dimensions of Process Measurement (more than time and cost) Decisions, Processes and Business Rules The Burlton Hexagon (from process to capability) Pain and Gain for prioritization Behavior Design (from process to culture) 1 2 3 4 5 6 7
  31. 31. 31 www.processrenewal.com Culture Definition “It is pervasive patterns of behavior (conscious and subconscious) in response to situations” Sasha Aganova, PRG “How we do things around here” Everyone “Culture can be seen as the sum of the behaviors of the organization”. Steve Stanton, Linked-In Pulse
  32. 32. 32 www.processrenewal.com Culture is the filter of process and capability performance
  33. 33. 33 www.processrenewal.com Making it stick “It’s easier to act your way into a new way of thinking, than to think your way into a new way of acting.” * Monitor Analyze DeviationsStructural Issues UpdateDesign Train&Coach Cultural Issues ! Work Structure People Value Outputs Inputs Expectations + Action * Steve Stanton, Linked-In Pulse
  34. 34. 34 www.processrenewal.com Exercise: Getting a Cup of Coffee It’s morning and you want a cup of coffee. Define one behavior that you want changed and how you would coach to change it.
  35. 35. 35 www.processrenewal.com Roger T. Burlton +1-604-240-5436 Roger.Burlton@processrenewal.com Twitter: @RogerBurlton www.processrenewal.com

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