1. Participative Process Reviews

2. http://www.lfhe.ac.uk/en/research-resources/itf-projects An introduction to Participative Process Reviews workshop Acknowledgements This workshop is brought to the HE sector as a collaborative initiative with Oxford Brookes University (the workshop originator) Leadership Foundation in Higher Education’s Innovation and Transformation fund SUMS Consulting 6 participating Universities who assisted in piloting the workshop.

3. Key aim To review the following process ………………………………………

4. Introduction (aims and objectives) Session 1: Review the Terms of Reference (Stage 1) Session 2: Review initial diagnostic information (Stage 3) Session 3: Stage 4: Defining the current (as is) process map Lunch Break Session 4: Stage 5: Design proposal for a new process Session 5: Presenting your proposals (for Stage 6): Write report Session 6: Decisions and next steps Participative Process Review Workshop Workshop outline

5. Agreed Stage 3: Initial diagnostics Establish ToR for the process review Articulate objectives (possible problem) (desired outcomes), scope, stakeholders, time frame, process review team Stage 1: Definition Determine who is to be interviewed Plan and prepare schedules, communication et al Stage 2: Plan & prepare 1 to 1 diagnostic interviews Group diagnostic interviews 1 to 1 diagnostic interviews 1 to 1 Diagnostic interviews Group diagnostic interviews Establish initial (rough) process map (establish issues, dependencies, risks, stakeholders, equality impacts) A staged approach to process mapping NB : also consider Questionnaires

6. NB: More than 1 workshop depending on size and complexity of process Facilitated Workshop Facilitated Workshop Current process map and logs used to identify present issues Stage 6: Write report Report includes, Definition of as is process together with proposal for any new process. Highlights, issues, dependencies, linkages, risks and other key impacts Recommendations with outline of cost and resource implications A staged approach to process mapping Stage 4: Defining the current (as is) process Stage 5: Design proposal for a new process Facilitated Workshop Facilitated Workshop NB: More than 1 workshop depending on size and complexity of process May lead to development of project Business Case Proposed process map and logs used to identify potential requirements, actions et al

7. Process mapping (a definition) Structural analysis of a process flow (such as an order-to-delivery cycle), by distinguishing how work is actually done from how it should be done, and what functions a system should perform from how the system is built to perform those functions. In this technique, main activities, information flows, interconnections, and measures are depicted as a collage on a large sheet of paper, with different coloured 'Post-it' notes or slips of paper. This graphic representation allows an observer to 'walk- through' the whole process and see it in its entirety. Source Business Dictionary.com http://www.businessdictionary.com/definition/process-mapping.html

8. Potential uses for process mapping To address identified issues quality of services to students or other customers performance issues i.e. excessive response times resource constraints and controlling costs redress excessive or unbalanced work loads To investigate new ideas enhancing service standards re-sequencing activities introducing organisational changes and role changes exploiting new information systems Quality assurance to ensure activities are efficient and effective (continuous improvement) aligned to University strategy and policies benchmarked

9. The key to good process mapping “There are three essentials that must be handled well to assure good process mapping. 1.The operating people whose work is being mapped must supply information for the map and must understand and support the reasons for the mapping. 2. The map itself must be organized in a way that enables everyone involved to clearly understand the process. 3. The information that is assembled in the map must be valid” Ben S. Graham, The Ben Graham Corporation 2006

10. Participant roles in process mapping Process Sponsor (Owner) may or may not own whole process Process Study Review Leader prepares the brief, co-ordinates the process review prepares the final report Workshop recorder/loggist captures the outputs from the workshop day, Process Review Team Members provides experience, knowledge, challenge & creativity Process users should have representation on review team sample interviewed as part of the process review Student views should be sought where ever students are end users

11. Background Process review objective Scope Criteria for success Proposed approach Who is involved (stakeholders) Time Scales Resourcing Ancillary/supporting notes An accurate definition is critical to success Session 1: Review the Terms of Reference (Stage 1)

12. Process Review Team Activity 1 The team to review and finalise their Terms of Reference (15 mins). Team to agree their process review Terms of Reference.

13. Process Review Team Activity 2 1/ The team to review the information gathered related to the process. 2/ Carry out a quick SWOT analysis linked to their chosen process review area. Session 2: Review initial diagnostic information (Stage 2)

14. Session 3: Stage 4: Defining the current (as is) process map

15. Process mapping some thoughts A powerful tool to analyse current processes and designing improved processes They help facilitate an objective discussion on Issues related to a current process Ideas for improved processes The corresponding conversation is often more important than the process map itself A pragmatic process map is better than a perfect one and Use common language to gain a common understanding Process maps

16. Observations from the PPR research initiative Reviewing a big process seems daunting until you map it out Collaborative nature of the exercise develops an appreciation of what’s involved and the amount of work which goes on within the process Inclusiveness and sense of co-ownership fosters engagement and cooperation across teams /depts. Great value of having the right people in the room, giving them facilitated time to talk and think things through Appreciation of diverse/different roles/responsibilities and perspectives to remove difficulties/obstacles Through constructive challenging, simple issues and solutions often become apparent PPRs bring out many assumptions which often hinder effective working, these can be discussed and clarified

17. Standardised Process mapping shapes Start and end points A task/activity within the process Direction of flow Decision e.g. yes or no Document Data Off page connector Database access storage In VISIO A sub task/sub activity within the process Next page reference

18. Process mapping swim lanes Source image: SUMS Consulting: Participative Process Change, Good Practice Guide

19. Process Review Team Activity 3 1/ Using the materials provided develop The “as is” process map for your designated process review. Top tip: hold back from drawing connecting flow lines until near the end of the activity as these often change through discussions 2/ Produce the accompanying session diagnostics notes highlighting issues, observations, actions et al 50 minutes (depending on level of complexity of process)

20. Review your process from a Lean perspective Waste How much demand and work is triggered by failure, rework and duplication? Which stages of the process deliver no value to the customer? Where is there non-value adding waste in the process Flow Is the process “push” (i.e. set items produced regardless) or “pull” (i.e. customer demanding a service) Where are the bottlenecks? How does the “lead time” (waiting) compare to the “process time” How many people and stages are involved? Customers & Value Who are the customers of the process? What is the value the process delivers to these customers? Perfection.. In an ideal world…. How many process stages would be required? How long would it take? How many people would be involved?

21. Session 4: Stage 5: Design proposal for a new process

22. Process mapping what are we looking to achieve from this map? Better end user response /satisfaction reduce mistakes, rework and errors in communication Quicker turn around times reduce delays, waiting and queues Reduce duplication of effort Introduction of improved systems Introducing new services More accurate information Transferring of functions from dept to another Reduce antiquated or unnecessary tasks We have always done it but can’t remember the reason why (NHS Hospital weekly bicycle stats) Example prompts

23. Process Review Team Activity 4 Produce a process map for a proposed new process.

24. Session 5: Presenting your proposals for Stage 6: Write report

25. Presenting your proposals some thoughts Reports will vary depending upon the original need refer back to the original Terms of Reference Prioritise your proposals from most important downwards your proposals should be considered in terms of their desirability linked to strategic aims and freeing up resourcing feasibility with regards implementation Be as brief as you can be and make it easy to read and understand. Stage 6: Write report Report includes, Definition of as is process together with proposal for any new process. Highlights, issues, dependencies, linkages, risks and other key impacts Recommendations with outline of cost and resource implications

26. Process Review Team Activity 5 Using flip chart and pend outline what will be in your process review report Key findings Key proposals Next step actions 15 minutes

27. Session 6: Decisions and next steps

28. Owing to the wide spectrum of variables involved in process reviews this workshop is unable to provide suitable guidance Decisions need to be made for next steps Variables include size and nature of the process under review (Small / Large)? whether a process crosses department boundaries? simple cost effective changes vs large resource investment? is the next step writing a project business case? further investigation required? consult with stakeholders? regulatory considerations to consider? employee relation issues? Over to the Process Review Sponsor

29. Process Review Team Activity 6 What next? 5 minutes

30. The end