Process Mapping Guidance and Standards for The University of Sheffield (TUOS)

Transcription

1 Mapping Guidance and Standards for The University of Sheffield (TUOS) January 2018

2 Index Introduction Overview Reasons for creating a process map mapping levels mapping software mapping symbols/ notation mapping good practice variation (representing and understanding) Appendices Acknowledgements

3 Introduction This slide deck is to provide guidance on the process mapping standards at TUOS. Please read this guidance before starting a business process mapping activity. The guidance assumes a basic level of process mapping expertise. If you require process mapping training, free online training is available via Lynda.com If you have any queries or require any further information, please piu@shef.ac.uk

4 Audience It anticipated that the audience for this guidance will be two-fold: 1. People who are relatively new to process mapping and/or want to complete some mapping to help document/understand their processes. 2. Staff involved in Change/IT Projects that will use the process maps for identifying changes, benefits realisation, as project artefacts and assisting the transition to new business as usual

5 Overview: How to use this guide 1. Clarify the purpose of your mapping activity 2. Identify the level/type of process map that needs to be produced 3. Draft the map on paper (in consultation with subject matter experts) 4. Use software to draw the map 5. Verify the accuracy with process owners, actors and stakeholders 6. File and share

6 1. Define the purpose of your mapping activity why do you want to create a process map?

7 Reasons for process mapping Scope setting Diagnosing a process problem Regulation/audit System build Support Agile development improvement cost analysis Training/ standard operating procedure Detailed process documentation Understand how a process works/ visualise a process

8 Reason 1 Overview/scope setting/clarity. Mapping Level Level 1 or Level 0 if more information is required about To agree the start and suppliers and end points of a customers process and the high level steps. It can be useful to ensure/verify the end to end process. Other mapping options (refer to appendices for examples) Value Stream Map

9 Reason 2 Mapping Level Other mapping options (refer to appendices for examples) Diagnosing a Problem. health check. Level 3 Customer Journey mapping (in collaboration with Personae), Spaghetti Diagram, Service Blueprinting (in collaboration with User Stories or Personae), Rich Pictures Part of the problem identification stage. This map should help identify typical process problems such as failure demand, variation, process handovers, ownership and communication points to key process actors.

10 Reason 3 Mapping Level Regulatory purposes. Level 2 or 4 Compliance purposes. (depending on detail) mapping to verify whether a process is compliant and/or validate a process adhered to legislation It can also be a useful method of identify process changes to ensure compliance. Other mapping options (refer to appendices for examples) Top Down Flowchart

11 Reason 4 Mapping Level Other mapping options (refer to appendices for examples) System Build and configuration requirements Level 3 Level 1 and Business Rules documentation

12 Reason 5. Mapping Level Other mapping options (refer to appendices for examples) Supporting Agile Development Level 1 User Story mapping Customer Journey mapping (and personae) Helping to prioritise development activities with reference to the overarching business process

13 Reason 6. Mapping Level Other mapping options (refer to appendices for examples) Level 3 (end to end), Level 4 (post-improvement) Customer Journey mapping (in collaboration with Personae), Spaghetti Diagram, Service Blueprinting (in collaboration with User Stories or Personae), Rich Pictures To clearly document improvements to a process, ensure that standard operations can be implemented. This often follows Reason 2. It is essential for Benefits Realisation that the same level maps are used at diagnostic phase as well as improved phase.

14 Reason 7. Mapping Level cost analysis Level 3 This map should include an indication of volumes and timings. Other mapping options (refer to appendices for examples) Value Stream Map

15 Reason 8. Mapping Level Training and Standard Level 2 or 3 Operations A diagram that can be used for induction and/or on going reference to ensure adherence to the process and standard work Other mapping options (refer to appendices for examples) Top Down Flowchart

16 Reason 9. Mapping Level Detailed Documentation Level 4 A highly detailed document where every single process step (every task however minor is represented) and all systems are documented. Other mapping options (refer to appendices for examples)

17 Reason 10. Mapping Level Other mapping options (refer to appendices for examples) Understand how a process works/ visualise a process Level 2 or Level 3.a Customer Journey mapping, Rich Pictures This activity is almost always carried out in a workshop format involving all key process actors. For advice on running a process mapping workshop piu@sheffield.ac.uk

18 Mapping Levels

19 Level 0: Strategic Description. SIPOC: to enable process overview. To identify all relevant elements of the process. Will support scoping of a project and/or process mapping workshop. Characteristics: Two to five steps, Table format. Links with Service Design Catalogue.

20 Level 1: Strategic Description Level 1 maps are used to show what is going on. They are very useful to give a high level understanding of your process to others. They show the basic steps Characteristics: No more than ten steps.no decision points. Likely to include primary process triggers and key outputs

21 Level 2: Strategic Description Level 2 maps are used to show who does what. They are very useful to show the interactions and handovers between teams/functions required to convert inputs to outputs. Understanding these connections is invaluable in breaking down silos. It should help people understand how their work is connected with others. Characteristics: Usually steps. (often uses the same steps from level 1); No decision points. Likely to include primary process triggers and key outputs. Includes swimlanes/ systems pool

22 evel 3: Tactical Description Level 3 maps show the process at a transactional level and show how? work is being done. They are very useful for team members who are in the process. They give a level of granularity of how the work is delivered. These are commonly used for end to end process improvement exercises. Characteristics: Swimlanes/ pool, Decision Points, detail, BPMN 2.0 lite1 A supporting process description and business rules can enhance the usability of this process map L 1 A subset of BPMN 2.0 used with The University of Sheffield. Please refer to section on Mapping Symbols/Notation

23 Level 3: Tactical Description Level 3.a These maps show the process at a transactional level and show how the work is undertaken for a subset of the process e.g a department. It can be used to show variation in processing inputs and outputs. They are commonly used for departmental improvement exercises. Characteristics: as for level 3.

24 Level 4: Operational Design These maps are commonly used for creating standard operations. The detail should be at a level that ensures that standard operations are followed by the staff within the process. The performance metrics from this should feed into KPIs. Characteristics: Full process, detailed for the team/ function that is carrying out the Standard Operating Procedure. Swimlanes/pool, decision points, detail. BPMN 2.0 lite1 1 A subset of BPMN 2.0 used with The University of Sheffield. Please refer to section on Mapping Symbols/Notation

25 Mapping Software

26 Mapping Software/ Tools TUOS supports two products for business process mapping: Microsoft Visio and Lucidchart. Please refer to our supporting guidance below to help you to identify which product will suit your needs. Lucidchart Microsoft Visio Quick to learn Very good for simple process maps Permissions can be set to allow live updates by multiple users Free Works well with Google/ managed desktop Chat function (for updating maps outside of the face to face meeting environment Revision history/version control Industry standard Pre-defined template at all levels Pre-defined objects Easy to hide/ layer detail Good for detailed process mapping Easy to publish to the web Does not need internet access X Reduced functionality for detailed mapping and recording of additional information X Sharing permissions need to be used wisely X Requires internet access X Functionality slows down when creating very complex maps X Cost X Not as intuitive as Lucidchart X Not standard package on managed desktop X Can only share via pdf

27 Mapping Symbols/ Notation Part 1 TUOS uses a subset of BPMN 2.0 Here is a summary of the symbols used and their meanings Symbol Meaning Start End Manual task System task

28 Mapping Symbols/ Notation Part 2 Symbol Meaning Task Sub process (when mapping in a workshop it may be helpful to have this on a different colour sticky note, for emphasis) Decision Sequence flow

29 Mapping Symbols/ Notation Part 3 Symbol Meaning Timer Data Object Note (when mapping in a workshop it may be helpful to have this on a different colour sticky note, for emphasis) Predefined

30 Mapping Symbols/ Notation Part 4 Symbol Meaning Data Store Paper Document Multiple Documents connector/ off or on page or If you would like to request that a symbol is added to this set please piu@shef.ac.uk

31 Mapping Formatting and Template Good Practice

32 Mapping Good Practice Part 1 To ensure that our process maps are in a standard format that can be easily understood, used and updated the following format good practice is recommended: All maps will have a title and date they were produced/updated (in the header) If a process owner is identified their name, role and address will be included on the process map The standard filename format will be used for file storage (Function, title, version e.g Student: Registration process, Version 2.1 or Finance: Online Expenses process, version 0) Version will be created following agreed review stages e.g Version 0 = current state, Version 1 will be new state, version 2 would be following process review. Updates to a version will be identified by 0.1 etc. Swimlane/container lane/ pool lines will be pale blue Arrow lines must be black A formatting checklist can be downloaded from

33 Mapping Good Practice Part 2 7. Page set should be A3 landscape 8. Mapping will flow left to right (not top down) 9. steps and activity in each swimlane/ container lane/ pool will have a consistent colour (currently departments do not have a standard colour attributed to them), with different colours for each lane. 10. The footer of each process map will include the names of staff involved in creating the map, and type of mapping activity (desk based/ workshop etc.) 11. Level 3, and 4 maps should be mapped via post-its and brown paper prior to being drawn up in electronic format. A process mapping workshop can be an efficient way to get agreement that the map is representative. 12. Font size (10) A formatting checklist can be downloaded from

34 Mapping Good Practice Part Author (Map creator) clearly recorded on map, in the footer 14. Roles, business areas referred to rather than names 15. Systems referred to by name e.g. name of spreadsheet not just spreadsheet - or a supporting table to capture further information could be included 16. A supporting process description and overview of business rules will ensure that the map can be easily understood by others.(see Appendix 3) A formatting checklist can be downloaded from

35 Variation: Representing and Understanding

36 Variation: Representing and Understanding At TUOS the most common variation is across academic departments or course level. If you would find it helpful to represent/ understand process variation, the following format is recommended: It is recommended that a minimum sample size of 15-25% is reviewed (to ensure a representative sample size). It is recommended that variation is recorded in tabular format and used as a way of analysing a process and agreeing level of process consistency that could be achieved

37 Variation: Representing and Understanding A table format can be a very clear way of showing process variation. It can be stored on a separate page on your process map (although this can be clunky) or as a linked document. Example of a table noting departmental variation. Department High level step 1 High level step 2 High level step 3 High level step 4 1 (exemplar) Departmental manager initiates the process (manually) Input and checked by clerical support Information held on departmental spreadsheet ed to service owner (xls attachment) 2 Same as exemplar By Departmental Manager Same as exemplar Printed out and posted 3 HoD initiates the process by Input and checked by Technical manager Held on departmental database (manages a number of departmental processes) ed to service owner (pdf attachment) 4 Clerical support inputs Approved by information into google Departmental Manager form Held on Google sheet Google sheet shared with service owner

38 Appendices: Alternative Map Types (examples) Business Rules (example) Level 4 Map (example) Shaped Data

39 Appendix 1.a Customer Journey Map Customer Journey Mapping is a visual representation of people's experience of a service. It breaks down an experience into individual journey stages A Customer Journey Map is best used alongside customer personae2 Key journey steps Step 1 Step 2 Step 3 Moments of truth Thoughts / feelings Influences Communication Channels Expectations Frustrations Ideas / opportunities 2 Please refer to the for guidance on producing personae Step 4 Step 5

40 Appendix 1.b Rich Pictures Rich pictures are a diagramatic way of showing people s interactions and relationships within a process through the identification and linking of a series of sketches.

41 Appendix 1.c Service Blueprinting To support full service design.. It is best used alongside customer personae2 2 Please refer to the for guidance on producing personae

42 Appendix 1.d Spaghetti Diagram A visual representation using a continuous flow line tracing the path of an item, activity or person through a process. Particularly helpful for understanding process flow in a physical environment.

43 Appendix 1.e Top Down Flowchart To show the key steps in a process and a set of bullet points/ actions that contribute to the step

44 Appendix 1.g User story mapping Story mapping involves building a grid of user stories which can be grouped under their respective feature.

45 Appendix 1.f Value Stream Map Representing the high level steps that form the supply chain to the customer. Two key metrics associated with value stream mapping are value-adding times and non value-adding time. Useful for high volume processes

46 Appendix 2 Example First Page of a Level Four TUOS Map

47 Appendix 3 Business Rules Example Including business rules of a process map helps to support understanding of the process. It should be a summary of policy and practice which enables a reader to better understand and follow the logic of the process map. E.g. New Symbol Addition to Slide Deck Institutional PM/BA/PI expert By request - add to document Other member of university staff/ student By request, agreement by experts to add to slide deck External Expert Ad hoc, By agreement between institutional experts

48 Appendix 4 Shaped Data Microsoft Visio has a useful function that allows the user to add data into process flow charts (and other diagrams) this can be useful for reporting and analysis. A useful tutorial can be accessed here

49 Acknowledgements This guidance has been created with input and collaboration with the following people: Virginia Cooper (Business Analyst, SLP*) Kellie Hall (Business Analyst, SLP) Leah March ( Facilitator, PIU**) Rob Needham (Head of IT PMO, CiCS***) Ben Orza (Business Analyst, SLP) Scott Porter(Programme Manager, SLP) Martin Rapier (Head of Application Development, CiCS) * Student Lifecycle Project ** Unit *** Corporate Information and Computing Services