Process

Why Process Matters

Many processes are bound by dated assumptions. Reviewing and optimizing these assumptions can allow the process to be improved substantially.

In general, it isn’t enough to simply envision and realize new features of a system and teach them to users. This approach will help users become confident with the elements of the new platform they can see in the user interface, but may not address the new ways of conducting business the new system introduces.

In many cases, customers may desire to focus directly on improving processes themselves in order to gain efficiencies, improve benefits attainment, or reduce costs. Many processes are bound by dated assumptions that, once reviewed and optimized, can allow the process to be improved substantially. For many common processes across a company’s value chain or departments, there are reliable objective benchmarks to serve as a guide for the realistic level of performance attainment leadership should expect. Using these benchmarks, it is possible to target process improvement without over-investing.

Our Method

When there are process-related aspects of a project, some key success factors include:

• Understanding the desired outcome – is the project improving the process for desired results and aligning resources to the improvement, or does technology or some other innovations provide the “opportunity” to improve the process? Technology-based innovation can be a powerful catalyst for improving processes.
• Deciding what kind of process analysis is required – does the project suggest that a “root/cause” approach is needed to resolve specific issues, or is a GAP analysis using benchmarks, end-to-end process reference, or some other basis for comparison of as-is and to-be more appropriate?
• Determining authoritative process ownership – for existing processes, which people thoroughly understand the way things are done today and what impact changes might have on the way business is conducted, regardless of the degree to which process may currently be documented?
• Deciding on an approach for process analysis sessions and documentation – Improving process generally requires collaboration among multiple stakeholders for individual processes. As a general rule, these subject matter experts (SME’s) have limited available time. What method can be used to ensure their involvement balances other responsibilities with the need to involve SMEs in process discussions? By stating with “the end in mind” and determining the level of expected process documentation, SME time can also be managed accordingly.
• Determining and involving stakeholders – in addition to the authoritative SME’s for any process, involving people who execute and support a process can be critical to optimization.
• Always considering the “as-is” process – regardless of the desire to quickly adopt best practices, to avoid time discussing known problems, or prevent thinking rooted in the current way, this step is extremely important