1. Getting to know eachother
Interview question:
What is the stupidest/most surprising
thing you ever did in (working) life?
Why did you do it?
What did you learn?

2. Consultancy Skills

3. Programme 9:00 Introduction on proces mapping
9:30 Make the map of the strategy development process of yesterday
11:00 Group presentations
11:30 Conducting Interviews
11:45 Managing change, conflict and resistance
12:30 Lunch

4. Process Mapping
Consultancy Skills

5. What we will cover about process mapping
What is it
How to do it
Plan, do, review
Elements of a brown paper Process Map
Appendix
What to include
Practical hints
Sample material
Relate to your experience with brown papers, when you did use them, what processes did you map… 2

6. What is a Process Map?
Title
As-Is Process Map
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Task
Red Flags
Highlighting
Key Opportunities
Summary of
Strengths
Sign-in
Sheet
Strength
(Typically
Green)
Live
Documents
Decision
Clarification
(Typically Yellow)
Opportunity
(Typically Pink)
Link to Another
Process
Summary of
Opportunities
A collaborative process map is a representation of a process As-Is (as it is today) using a low tech – highly visible method.
The Brown Paper Process Map It is a living tool which you build collaboratively with clients representatives and that you use to mobilise the client teams about what needs to be improved in the process – this builds the case for change.
A hi-touch, low-tech representation of an entire business process flow, detailing the actual steps taken, applicable interfaces, decision points and information flows

7. The process map helps identify and gain support for opportunities
Describes the process as it works today from start to end
May be used to describe the process as it should be
Shows the big picture
Is high touch, low-tech
Identifies strengths and opportunities
Captures the complexity and disconnects of operational issues
Quantifies elements of timing, volume, resource requirement
Develops enthusiasm and ownership of issues
Builds project momentum
Is self-explanatory
The point is to describe the process as it really is happening – not the way it is supposed to happen.
You can develop a Process Map into a great level of detail – and it can become an very content rich document. The focus is on identifying strengths and opportunities, so you need to develop a Process Map to the appropriate level of detail to see them.

8. We use brown papers for other purposes
Horse-blanket
Title
Introduction
Slides/panels
Culture
Skills
Processes
Technology
Competitors
Customers To
From
May Jun Jul Aug Sep Oct
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Project
We used to call Collaborative Process Mapping 'Brown Paper', but this is confusing since we actually use brown paper for many other things.
The process to build these other 'brown paper' can be similar (typically very collaborative – done with clients) but the objectives are different.
We will cover Transformation Map and Project Plan this week. There are more creative ways to use brown paper s too…
Transformation Map
Project Plan
Any information presented on brown paper for the purpose of validation and socialization

9. It is a tool that benefits both client and consultants
For the consultant...
…and the client
Because he/she. . .
. . . often has limited time to gather information
. . . understands the “generic process”, but not the process specific to the client
. . . has hypotheses of potential opportunities – based on limited data and past experience, which need to be tested
. . . needs to surface the politics and emotions involved in the current situation
The Brown Paper map . . .
. . . describes the process as they use it today and identifying who gets involved, how, and where
. . . identifies strengths and opportunities as they see them
. . . provides the basis for further data gathering / studies
. . . helps to mobilise the client and allows them to focus on the opportunities without blame
Collaborative Process Mapping is a very quick and efficient way for CGE&Y to gather information and to mobilise the client.
The technique is superb at breaking down hierarchical boundaries and developing broad client ownership 7

10. Process mapping includes more than the actual mapping of the process flow
PLAN DO
REVIEW
PREPARE
LOGISTICS
BUILD
REVIEW
ANALYSE
As in many things consultants do, collaborative process mapping requires careful preparation – and the logistics of it can be challenging (large room, stationery…).
Getting the right people into the room (i.e. covering all steps of the process, able to provide details…) is absolutely critical.

11. Plan How do I start? Prepare Set up logistics
Be clear about the objective and scope
Identify which process to model: start, finish, interfaces
Hypotheses about the process today
And about benefits, opportunities, data
Create a draft of the process
Decide appropriate level of detail
Given the potential opportunities and time constraints
Set up logistics
Clearly identify, recruit and prepare people to make it (owner, credible experts and users, facilitator)
Prepare materials (cut / taped brown paper, post-it’s, icons)
Location (wall space, strong wallpaper)
Time contract
Plan

12. How do I create a Process Map?
Build the brown paper
Reiterate objectives and expectations
Clarify scope – start and end points, interfaces
Provide some guidance on level of detail
Construct: plan for 3 iterations of the brown paper
White Board – agree start, finish and key steps; best done with 1 or 2 people only
Rough Draft – using post-its for icons, block out flow with knowledgeable resource. Check for accuracy
Brown Paper – the real one
Identify where you need further details and arrange next steps to get them
Capture strengths and opportunities as you progress
Ask the participants at the end what they think the key opportunities and concerns are
Allow time for client to air complaints and frustrations Do

13. Review What do I do next? Review Analyse Follow-up next steps
Smarten up the paper as necessary
Capture / review builds from review group(s)
Highlight and validate key strengths and weaknesses
Analyse
Design necessary in-depth studies
Identify “Early Wins”
Identify root causes
Look at the process from a customers point of view
Use the Process Map as a starting point to understand costs, cost drivers and key performance indicators
Review
Stand back: look at the forest, study the trees, and determine what works and where there are opportunities for improvement

14. Summarizing PLAN DO REVIEW PREPARE LOGISTICS BUILD REVIEW ANALYSE
Hypothesize about today’s process
Think about what information you need to validate hypothesis
Invite the “right” people to build the process flow
Logistics
Map the “As Is” process flow
Gather as much information around the process as possible
Invite people to give comments to the Process Map
Validate the Process Map with staff and management
Arrange ’brown paper fairs'
Analyse for root causes
Try to understand costs, cost drivers and key performance indicators
As in many things consultants do, collaborative process mapping requires careful preparation – and the logistics of it can be challenging (large room, stationery…).
Getting the right people into the room (i.e. covering all steps of the process, able to provide details…) is absolutely critical.

15. Elements of a brown paper Process Map

16. You can use simple symbols for activity, decision and link to another process
Describes activity / task performed
Starts with an action verb
Use few words (less than 5)
e.g. “Receive order”, “Give feedback to customer” etc.
Include organization or unit / person who does the task
Both official and daily life names
Activity
Yes xx%
Describe decision as a yes / no question
e.g. “Customer credit worthy?”, “Already in system?”etc
Quantify outcome (volume, percentage)
“Question”
No xx%
Link to another process flow outside this brown paper
Describe required input / output
“Process Name”

17. Connect activities with lines and arrows
Standard activity connection with flow direction
Indicates that flow lines cross each other
Indicates telephone or other electronic transmission
Draw the lines on the brown paper itself – first with a pencil (draft), then with a thick black pen

18. Identify opportunities and add comments
Flag an Opportunity:
To point out an area of improvement
Red
“ # ”
Green
To point out a strength
Highlights an opportunity to improve
Number flag to reference it
To comment on process flow
Yellow
But for every standard there are exceptions – check what’s preferred by the client or the project manager!

19. Complete with background and summaries
To the far left: introduction to the process map, who made it, and a sign in sheet.
To the far right: summary of findings, strengths and opportunities

20. Assignment – group work
Develop the process map of your group work on the
strategy development of yesterday,
containing at least:
Basic process map activities
All produced group results, clearly presented
Comments and learning points
Improvement opportunities of the strategy development process
Your final results – the strategy confronted to the 4 scenarios
Activities which remains to be done

21. Some tips and hints Assign clear roles to group menbers:
Chairman
Content experts
Process map material makers
Presenter
Make it “real and alive” – add examples and work material of yesterday
Use illustrative symbols: drawings of trucks, consumers, computers, etc: be creative
Find the right level of detail
Beware of “should be” – we need a description of how it was actually performed
Give improvements on the side of the process in different collor paper/pen

22. Appendix 1: What to include?

23. The Process Map should include facts to enable a comprehensive evaluation of the process
Person / function carrying out each activity (who does what)
How many people involved
How much time is spent in the process / activity (man years used)
Volumes, values of flows
Backlogs
Touch times
Time in system
Elapsed time, cycle time
Dwell times and reasons
e.g. “rest” time on a desk before being processed
Errors
How often

24. The Process Map should include facts to enable a comprehensive evaluation of the process
Rework - Nº of iterations
Checking
When, by whom, how much time, why
Approval points and funding gates
Authority level needed to take decision, sign document etc.
Interface traffic and hand offs
Mail, telephone, office system, etc.
Input / output that are required
Duplication of work at boundaries
Information about the IT systems used in the process

25. The Process Map should include facts to enable a comprehensive evaluation of the process
If possible get details or estimates of :
Percentage splits at the decision point
Timeframes of process steps Vs end-to-end process time (if the sum of the individual process step time is less than the end to end process time, then this highlights any waiting time)
If possible, document the session / process map as in progress gates
Authority level needed to take decision, sign document etc.
Stick reports or input sheets…onto the brown paper if appropriate
Put issues and ideas on the brown paper near to relevant process step or on separate sheets

26. Get as much written information around the process as possible
Attach copies of actual documentation used, e.g. forms
Obtain copies of all working documents
Get documents / reports describing process
Get information on past and present initiatives that address the process
Project Plan
Names, organizational unit and phone numbers of key persons involved in the initiative
Preliminary reports etc.
IT systems supporting the process should be clearly shown on the brown paper
Indicate along the process where the different IT systems are used (e.g. use different icons for different systems)
Have a separate section on the brown paper describing the different IT systems

27. What to include Think about how to show: Resources Time / duration
Waiting time
Performance measures
Systems used vs. manual process

28. Some opportunities to look for
‘Dead zones’ – places where work sits, gets held up (bottleneck), or gets lost
Lost time
Apparent – people looking for work
Hidden – re-work loops
Checking, transporting and other non value-adding activities
Alternative routes that are never or seldom needed
Night shift ‘tricks’ and other ‘work-arounds’ – un-official process that are used
Duplicated activities
Steps that could be eliminated or combined
Broken and ineffective interfaces
Identify root causes and quantify opportunities

29. Appendix 1: Hints and tips

30. Construction guidelines
Don't try to create a finished brown paper from scratch
Disagreement about the process is OK
Make not knowing the answer to every question OK
Start process steps with an action verb
Be sure that client participants understand that the steady stream of questions is not an attempt to trick or humiliate them
Include copies of actual documents and real examples
Capture what really happens
Be sure to quantify the process, especially decision points and branches; how much? how often? how many?
Stick with agreed formats and be creative
Resist making value judgments during this time
Rule of thumb: 80 / 20

31. Some tips and hints
Make sure you have the right people building the brown paper – it has to be the ones who perform the process and know it well
Make it “real” – add examples of orders, reports, etc
Use illustrative symbols for tools used: hammers, telephones, computers, etc
Find the right level of detail
Beware of “should be” – we need a description of how it is actually performed

32. Some practical hints Have complete supply kit
Keep a spare set of icons – you never have enough
Strengthen the edges of the brown paper with tape
Use yellow or white “Post-it” notes first for each activity / task before rewriting them on white rectangles
Make sure hand-written text is easy for others to read
Draw connections with a soft pencil first, to enable adjustments
Initially attach papers in a way that they are easy to move around
Don´t glue down any papers until the brown paper has been reviewed
Make sure you use glue that will last
Tape “post-its” on with small tape

33. Some process hints Prepare a rough draft (high level flow)
Based on preliminary discussions and knowledge on a separate sheet and integrate with content experts
Clearly define the start and stop points in the process
Manage the scope
Do not try to depict a lengthy / complex process Flow in a single session
Clear objectives
Get “creators” to do the work while joint team member “facilitates”
When they get involved they will really feel ownership for the outcome
Focus on what really happens – not what is supposed to happen
Keep participants focused on the “As Is” – not the “To Be”
To maintain continuity try to have a team of people that can be there for the whole session when constructing the brown paper

34. Some process hints
Continue probing, what else?, what happens next?, how often?
Keep them moving; don´t let them deliberate too much (maintain focus)
Remember the 80:20 rule when driving the detail
Integrate “presenting back” what is on paper
This helps clarify the process and facilitates knowledge transfer
Never leave the brown paper to be done by people who do not have the proper training
Always ask who else should see this, or who else is involved in the process?