Matthew Donaghy, 2009 Version 0.1

Process mapping and CRM

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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/

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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!

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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?

            

Part 1 What is a process map and why are

they important for CRM?

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What is a Process Map?

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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.

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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:

            

Session 2 Building a Process Map

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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

Start End

Each process consists of:• a start event and an end event• one or more tasks• sequence flows defining the routing through the tasks

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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’.

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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.

Develop RiskRegister

Assign RiskOwnership

Develop mitigatingstrategy

EndStart

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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’.

Develop RiskMitigation Strategy

Monitor Risk Yes

EndStart

No

Is Risk Eliminated?

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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.RISK MANAGEMENT

PROCESS

BD

UV

etT

ecO

pera

tions

Develop Risk Register

Identify Perceived Threats to

Business SuccessStart

Threats Identified

RegisterDeveloped

Assign Risk Ownership

Develop Mitigating Strategy

Monitor Risk

Reassess Risk

Ownership Assigned

Strategy Developed

Risk Monitored

Risk Reassessed

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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!

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How do you prepare for and executea 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.

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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.

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Hints and Tips - Suggested stepsin Process Mapping

• Start with a high-level Flow/Context Diagram and then drop to the next level of detail if necessary for example asub-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.

            

Part 2 How can they improve CRM?

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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.

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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:

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‘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.

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‘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.

An example....B

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rsit

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Bu

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Fin

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Funding Opportunity for

Research ProjectStart

Telephone/Email/Face-to-Face

Contact

Discussion on the Research and

Project

Yes

No

Business Engagement – From University to Company

Email/ Telefone/

Meeting Contact Academics

Agreement on Research/Project

End

Sign Contract

Project Proposal

Pre-Award TeamEvaluation

Carry out Research Project?

Receive Research Funding

Research StudentWorking on the

Research Project

Completion of Research Project

No

YesPost-Award Team

Monitor

Company Participation and Financial Support

Research Project Written Report

No

Yes

Submit Application

End

End

3-6 Months Project approved?

Yes

NoEstblish Cooperate

Partnership

1

2

3

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Group Work

• Have a look at your making a cup of tea process. Just from

looking at it, can you identify any problems?

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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.

An example....

Commercial Enquiries

Unive

rsity

Y

N

N

Y

Y

N

Y

Regional enquiry

Y

N

N

Y

N

Introduce useful contact

Client accept

Make enquiries and issue further instructions

Proposal and contract sent

Progress

monitoring

Details put on “My Projects”

Is the work complete?

Changes required?

Request purchase order and start work

Carry out work

Revise proposal and update cost

Can university meet customer

requirements?

Enquiry passed to commercial development

team Regional Knowledge

House Process

Does the contact know anybody who can help?

Already have a contact within the university?

Can the contact help directly?

Commercial enquiry

Discussions and proposal with

client

Enquiry received and details put on “My Projects” by the commercial development

team

Skills/services search using “My Projects”

Client and Consultant introduction and discussions regarding proposal

and delivery

Feedback sought, project reviewed & records archived

Invoice issued and paid

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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.

            

Session 4Designing a ‘To-Be’

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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.

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Example - Principles for CRM

• Better customer service – to meet larger demand

• ‘Free up’ staff time

• More electronic

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Other key issues in BPR

• Workshops

• Stakeholder Management

• Project Planning

• Sign-offs

• Implementation issues

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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/