Process Modelling: Setting Yourself Up For Success. A Pragmatist’s Guide (Part 1)

I’m often asked about how best to get started with modelling processes. There are so many methods, tools and notations in use, and such a wide range of experiences and outcomes, it can be quite daunting for the uninitiated. There are the pedants out there, who will gladly spend hours arguing over the most inconsequential nuances of notation usage. On the other end of the spectrum, there are those who (naively or otherwise) model only the most optimistic scenarios and details, leaving the complexities of reality abstracted away until they come out to bite you. The purpose of this article, in three parts, is to outline a simple but powerful approach to conducting a practical, cost-effective and useful process modelling exercise that will provide a solid foundation for your organisation’s subsequent improvement activities - whatever they may be.

In Part 1 we’ll look at the context, and success criteria. In Part 2 we will look at the what, the how, and the who of successful modelling; and then in Part 3 concludes with some common pitfalls to be wary of, and “what good looks like”.

Scenario

There are numerous good reasons why you and your organisation may be starting a process modelling exercise.

There may be a single process, or number of related processes, that you are targeting for process improvement. This could incorporate the application of business transformation methods such as Lean, Six Sigma, Lean Six Sigma, Customer Experience Management, Human Centred Design.

Similarly, you might be applying process-related technologies such as Business Process Management (BPM), Robotic Process Automation (RPA), or some other platform for digital transformation.

Or, perhaps you’re implementing a new system for a business function, such as claims management or mortgage approvals, or even an organisation-wide system such as Customer Relationship Management (CRM).

Perhaps it is none of the above, but rather a requirement to simply have better documented and controlled process, such as from a compliance, regulatory or legislative perspective.

Although these are diverse drivers behind process modelling, they share a number of commonalities, in terms of success criteria, and best practices. Let’s examine these further below.

Success Criteria

Properly undertaking a process modelling exercise, for any of the above reasons, requires an appropriate investment of an organisation’s resources. The organisation should expect a commensurate return on investment. There is little or no benefit from merely capturing process information at a point in time, and committing it to document form. Rather, this return on investment is likely to be realised from the shared insights and ideas raised during the course of the initiative, and from the actions undertaken in a subsequent exercise to improve the process.

Hence we have some broader guiding principles to apply to a process modelling exercise, to enable a positive ROI.

Firstly, involve the right stakeholders, who have the appropriate current knowledge of the current state, and the problems & opportunities associated with that current practice.

Secondly, engage these stakeholders in a collaborative manner, affording them every opportunity to participate both with their knowledge and their ideas.

Thirdly, ensure that the knowledge and ideas surfaced in this exercise are clearly captured in a manner that will allow participants in any subsequent improvement initiatives to maximally address the problems, exploit the opportunities, and drive overall benefits.

Done well, process modelling will provide your organisation with a valuable set of artefacts that can readily be leveraged for improvement with easily defined and measurable benefits; as well as a group of stakeholders who are engaged and energised for the change. In other words, you will have the foundation inputs for the "technical” aspects of improvement, and a strong head-start on the change management elements which can so often make-or-break a project’s outcome.