2. Matthew Donaghy, 2009 Version 0.1 Process mapping and CRM

3. 2 Context ‘Just in time’ training / awareness in the technique (given the immediacy of the your process improvement projects); Wider capacity building in a technique which can, if needed, be applied to other process changes in the organisation in the future; Face behind the tools! www.nottingham.ac.uk/gradschool/crm/www.nottingham.ac.uk/gradschool/crm/

4. 3 In this session we will address…. What is a process map? Why are they important for CRM? How do we put the map together? Scoping Processes How can they improve CRM? Hints and tips!

5. 4 Starter questions….. Has anyone seen a process map? Why do you think process maps might be useful? Does anyone know how to achieve process improvement?

6. Part 1 What is a process map and why are they important for CRM?

7. 6 What is a Process Map? Transformation Claim history Accept / reject claim(Extensive) Accept / reject claim(Normal) Claim acceptance policy Claim >10.000? EndStart Collect additional info Inform clientRegister claim Claim history Accept / reject claim (Extensive) Accept / reject claim (Normal) Claim acceptance policy Claim >10.000? EndStart Collect additional info Inform client Register claim OutputInput

8. 7 Why Process Map? Typical reasons for conducting process mapping include: To improve a process, you must understand it. Allows us to understand and communicate processes to management, staff and users. Identifies efficiency issues and where systems can support these.

9. 8 Importance of Process Mapping for CRM Understanding the work process in relation to the technology Understand whether we are customer focussed Understanding resource allocation through the organisation Help scope more detailed IT requirements Vital communication tool ‘As Is’ Process Mapping can be extremely valuable because it can help us:

10. Session 2 Building a Process Map

11. 10 How do we build a Process Map? Start event: marks the beginning of the process (‘trigger’) End event: marks the end of the process Task: defines an activity in the process Sequence flows: define the sequence in which tasks are executed. Task StartEnd Each process consists of: a start event and an end event one or more tasks sequence flows defining the routing through the tasks

12. 11 What is a task? The activities in each process are broken down into individual tasks. When naming a task, the convention is for a verb - in this case ‘Construct’ followed by a noun – ‘Risk Register’.

13. 12 Constructing a Map - Sequential There are several ways of constructing a process map, depending on the complexities of the tasks involved. The simplest form is a sequential execution of tasks, with the result of one task being the input for the next.

14. 13 Constructing a Map - Iterative Ideally, a task will be carried out no more than once per case. However, sometimes it may be necessary to perform a task several times until a condition is satisfied. This form of routing is called ‘iteration’.

15. 14 Cross-Functional Flowcharts - ‘Swim Lanes’ Processes often span different roles/organisational units We use the concept of swim lanes to map the roles or organisational units involved across individual processes.

16. 15 Scoping and Detailing the Map This depends on your emphasis: is it people, process or technology related? Work with the Project Sponsor to work out where the ‘hot spots’ are in terms of the processes? Example of CRM project!

17. 16 How do you prepare for and execute a mapping session? Prepare Use standard flowchart symbols. Flow from top left to bottom right. Bring people together who know the process to prepare. Execute Use group facilitated sessions with process owners. Use individual interviews where appropriate. Document process and technology opportunities for improvement as you go.

18. 17 Group Work Making a cup of tea Use the ‘Brown Paper’ Technique –Write activities on Post-it notes. –Stick them to the flip chart paper or nominate someone to do this. –Move Post-its around until activities have been properly sequenced. –Add other map components, function, resource, etc. –Run through process checking for accuracy.

19. 18 Hints and Tips - Suggested steps in Process Mapping Start with a high-level Flow/Context Diagram and then drop to the next level of detail if necessary for example a sub-processes. Define the beginning and end of each sub process and stay focused. Define key inputs and outputs. Walk through each key sub-process step by step. Don't waste time: If you get bogged down, take a break or move on to another area. Identify process and technology opportunities for improvement as you go or at the end of each sub-process. Verify the accuracy of the flow.

20. Part 2 How can they improve CRM?

21. 20 Introduction The full value of process mapping can really come when the ‘As-Is’ maps are used as a basis to design how the processes should look, or how we want them ‘To-Be’. The ‘As-Is’ analysis can be used to build the business case and understand the benefits of undergoing a process redesign.

22. 21 Identify opportunities for improvement Identify potential uses for new technology for example, automation, better availability and sharing of information. Understand current system constraints for example information not available on a timely basis due to batch processing, hardware capacity constraints, lack of interface between key systems. During the process mapping we will capture current system limitations as well as ideas for ways technology can enable a more effective or efficient process:

23. 22 ‘As-Is’ Evaluation Before embarking upon ‘To-Be’ mapping, we must attempt to evaluate the ‘As-Is’ situation The project team should recognise the following as ‘easy opportunities’ for improving processes – Loops - where a step in a process is handled by the same person a number of times. – Hand-offs - there is often confusion between one area and another. – Dead-ends - where a report or document is not actually used or needed any longer. – Use of Technology – maximising use of technology/ eliminating inappropriate use of applications / technology – Repetition - a step in a process is repeated. – Duplication of effort - within a process or across divisions. – Black holes - a step in a process which results in delays or apparent stoppages.

24. 23 ‘As-Is’ Evaluation – Continued –Overlapping processes - this could again imply repetition or duplication of effort. – Processes which have many steps - are all of these necessary? – Sequential steps which could be done in parallel - therefore avoiding repetition or duplication of effort. – Omission of critical steps. – Unnecessary paperwork - is all of the paperwork essential? – Unnecessary delays. – Insufficient linkages between other processes, divisions, customers or suppliers - should be as seamless as possible.

25. An example....

26. 25 Group Work Have a look at your making a cup of tea process. Just from looking at it, can you identify any problems?

27. 26 Best Practice Whilst a specialist and ‘common sense’ evaluation of the ‘As-Is’ is vital, the best source of information in the first instance may often be similar processes in yours or others organisations.

28. An example....

29. 28 Summary When mapping, be mindful about why you are mapping – what are the reasons? Always use other examples to see how your common sense views can be informed and challenged by wider best practice.

30. Session 4 Designing a ‘To-Be’

31. 30 Process Principles Once the vision is established, then you will need to think about some principles, or guiding themes, for designing the ‘To-Be’. You will need consider, for example, whether the new process should be based upon: improved performance measures. Less time. Less people. Better customer focus / more access channels. More consistency across Departments / Regions. Better management information. Less repetition. Sharpening of roles and responsibilities. More user friendly. Technology improvements.

32. 31 Example - Principles for CRM Better customer service – to meet larger demand ‘Free up’ staff time More electronic

33. 32 Other key issues in BPR Workshops Stakeholder Management Project Planning Sign-offs Implementation issues

34. 33 Hints and Tips Map the process as they actually exist Ensure ‘buy in’ to the process improvement project Additional information: Using Visio Tools www.nottingham.ac.uk/gradschool/crm/www.nottingham.ac.uk/gradschool/crm/