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ProcessStep Case Study Series #3  Case study: Process Mapping the process that is needed to effectively manage strategic investments Enterprise: Large South African parastatal Petanque role: Delivered ProcessStep Duration: 2 days of Process Mapping and Action Listing Scope: In order to ensure that strategic investments in the organisation are managed effectively throughout, from concept to delivery, it was necessary to determine what the full lifecycle of an investment is to start off with. From this, the step by step activities that are needed to effectively roll out and track each investment were defined, debated and agreed on by key role players. Application: The result of this project is role players are clear on their respective accountabilities, stakeholders understand the full scope of work that tracks an investment, and management is provided with assurance that all elements are defined and assigned for actioning. Benefit: Transparency, role clarity, progress tracking, risk management tracking, resource management. Labels: bpm, case study, process optimization, ProcessStep, Risk Management Posted on Monday, March 30, 2009 ProcessStep Case Study Series #2 Case study: Process Mapping the Human Resource Function in order to support the Business requirements Enterprise: Large South African parastatal Petanque role: Delivered ProcessStep Duration: 9 Workshop days for Process Mapping and Action Listing Scope: This project was an extension of a mega-project to develop an organisational structure in support of the new business model. In March - September 2008 we spent time documenting the Human Resource processes. Further review was required to ensure seamless support to the organisation. The HR function's purpose is to support the organisation's strategic objectives to become a high performing business through the provision of specialized Human Resource services. We facilitated the process design to support the enterprise by clearly defining all the HR processes, people and systems and how they should interface with the relevant business and supporting units. In other words, what needs to be done by whom in a best practice manner and when in each of the defined processes. These processes were then presented to the business units using their services to develop a best practice process designed to enable business to meet its strategic objective. The review included the following 'existing' and 'envisaged' processes:
Benefit: Immediate outcomes of this project were transparency, resource management, role clarity, risk and control identification, agreement and buy-in of the redefined process. Feedback: "By using visual storyboarding, we were able to clearly identify shortfalls and highlight the issues that needed to be resolved." "Being part of the HR process mapping sessions, I was able to see the bigger picture and how HR integrates with business and the HR value chain." Labels: bpm, case study, process optimization, ProcessStep Posted on Tuesday, March 24, 2009 ProcessStep Case Study Series #1 Case study: Process Mapping Pilot Project to document retail logistics processes to identify and address bottlenecks. This pilot would also demonstrate the value of ProcessStep for further application. Enterprise: South African FMCG retailer that is expanding and rolling out shops in other African countries. Petanque role: Delivered ProcessStep Duration: Positioning Map session of 1,5 hour + 2 full day Process Mapping workshops. Scope: This retailer, needed to document processes that were still only in people’s heads, and also wanted to smoothen operations in support of the growing business. To determine whether ProcessStep would be the right method to achieve this, we started a pilot project. Our starting point was a Positioning Map session with the General Manager, in which we mapped the high level supply chain. The day after we reviewed and challenged this Positioning Map in a work session with participants from 3 different departments, made changes, and added where needed. We then identified the most critical processes with burning points, and continued to map three of these 'burning' processes. We also listed actions for process improvement related to the positioning map. As the participants' day-to-day activities are in different areas, the workshop provided an excellent platform to share knowledge around the process related to their function. This broke down the wall between the departments with immediate results: "I learned much more than I learned in the past years, I now know how I must consider the Export department", as a workshop participant from Planning department indicated afterwards. Unpacking the processes clarified issues and showed that specific process elements actually consist of many steps with complications that impact on various departments. Unpacking the processes addressed all these implications and clarified the importance of identifying the who, what and when to the role-players. The drivers for change are the actions listed in the Action Lists: the issues are identified and it indicates what must be done, by whom and when: "We've talked about the actions a lot before, but now it's on paper and someone has been made responsible to take action and agreed to it. To me this has been really valuable." This project has confirmed the value of ProcessStep as a process documentation and analysis tool, and the retailer was pleased with the outcomes: "This is definitely a methodology that can assist us in further documenting of processes, to structure roll-out in the African countries." Deliverables:
Benefit: In just 2 days we provided a platform for discussion of items that were long overdue and marked them as actions; and captured knowledge and improved processes in visually attractive step by step format. These maps have given the participants insights into the processes during the work sessions, and will continue to do so for people that try to understand the process at a later stage. Labels: bpm, case study, process optimization, ProcessStep Posted on Thursday, March 19, 2009 |
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