Methodology Overview
SUBJECT:
ITS Process Improvement Methodology
REVISED:
11/1/2010
ISSUED BY:
Process & Service Management
ISSUED:
11/15/2010
CONTACT:
Andrea Stevens, Service Management
ATTACHMENT(S):
n/a
INTRODUCTION
Information and Technology Services (ITS) is on a path toward becoming a service-driven organization. This delivery model
recognizes that what we deliver to our customers is not a physical asset but rather the combined behaviors, skills,
processes, management systems, and technologies we use to deliver value to a customer however the customer defines
value.
Since value is defined by customers, it is crucial that ITS keeps its customers as the central focus in all aspects of service
delivery. This ensures a higher likelihood that services are accurately aligned to customers’ needs and expectations so they
experience value at the point of consumption. The effectiveness of the myriad processes employed in providing any service
can have a positive or negative, direct or indirect impact on that customer experience. Therefore, it is prudent for ITS to
follow a disciplined approach to process improvement management as a business tactic for responding effectively and
rapidly to customers to ensure their best possible experience.
DOCUMENT SCOPE
This is a guideline and companion document to the ITS Process Improvement Methodology. It discusses processes and
explains the importance of process improvement. It introduces you to the stages, phases, and activities of the methodology
and some of the Lean process improvement concepts around which they are designed. You will find information about
supporting materials and tools, as well as information for obtaining PSM Process Improvement Services support.
You may wish to actively refer to this document and other provided materials when reviewing the methodology. However,
do not mistake its contents (or that of any related ITS-authored materials) as comprehensive treatment of the subject of
process improvement or the Lean approach. References to related information and appropriate professional development
resources are provided at the end for your additional study.
Process improvement is one part of the overarching discipline of Business Process Management (BPM). Process
improvement methodologies support BPM, but the specific topic of BPM is outside the scope of the ITS Process
Improvement Methodology and is not described in this document.
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Table of Contents
Introduction ................................................................................................................................................................1
Document Scope ........................................................................................................................................................1
Process Improvement.................................................................................................................................................3
What Exactly Is a Process? ........................................................................................................................................................................... 3
Why Improve a Process?.............................................................................................................................................................................. 3
Risks of Not Improving Processes ................................................................................................................................................................ 3
Methodology ..............................................................................................................................................................4
Objective and Scope .................................................................................................................................................................................... 4
Approach ..................................................................................................................................................................................................... 4
What is Lean?............................................................................................................................................................................................... 4
Why Lean? ................................................................................................................................................................................................... 4
What Lean is Not.......................................................................................................................................................................................... 4
Six Sigma ...................................................................................................................................................................................................... 4
Roles ............................................................................................................................................................................................................ 5
Methodology Description ............................................................................................................................................................................ 5
Stages ........................................................................................................................................................................................................... 6
Phases .......................................................................................................................................................................................................... 6
Best practices .......................................................................................................................................................... 12
Project Management ............................................................................................................................................... 12
Supporting Tools...................................................................................................................................................... 12
Obtaining Support ................................................................................................................................................... 12
Training Recommendations..................................................................................................................................... 12
Internal ...................................................................................................................................................................................................... 13
Vendor-Provided ........................................................................................................................................................................................ 13
Terms and Definitions ............................................................................................................................................. 13
Contacts ................................................................................................................................................................... 13
BPMInstitute.org ..................................................................................................................................................... 14
References ............................................................................................................................................................... 14
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PROCESS IMPROVEMENT
What Exactly Is a Process?
A process is any orchestrated sequence of activities and associated tasks required to meets goals or objectives. Inputs to
the process become outputs. Every ITS area uses numerous processes every day whether that area is business, managerial,
administrative, human resources, financial, operational, technical, or any other.
A well-defined and designed process commands the flow of work and all its possible paths in meeting the goal or objective.
Some of the tasks may be performed manually; some may require computer and system interactions; others may be
completely automated. While the process user may be allowed some flexibility and creativity in how and whether they
perform some of their tasks, the user never dictates the sequence of the process.
Some processes are formal and large in scale. They are publicly known, documented, supported, and widely used across the
organization. A process can also be of a more intermediate size and specific to a particular group or team or role. Others in
the organization may be aware the process exists, and it may be documented; but it is mainly understood and performed
by a set number of users. Yet other processes are of much smaller scale or are even undocumented, shadow processes
hidden from view. These processes are no less important than others and are sometimes critical; but they are conducted by
just a few or even only one individual.
In short, a process is a process, no matter how large or small. It is important to note the following key points.

Many ITS processes exist and each maps in some way to a service provided to either an internal or external ITS
customer.

Processes often have touch points, and there are potential implications for customers when issues with one
process impacts the processes that touch it.
Why Improve a Process?
Process improvement refers to making a process more effective, efficient, or transparent. Process improvement is relevant
to all ITS areas because processes naturally degrade over time for any number of reasons. An organization that conducts
process improvement focuses on proactive problem resolution in order to avoid operating in crisis management mode
when process degradation occurs. Process improvement helps an organization:

View process value through the eyes of the customer;

Define, manage, and measure a process in order to regularly evaluate it using data-driven information;

Break down process silos by contributing to an understanding of how processes interact and impact one another
and customers;

Reduce unnecessary business costs.
Process improvement at ITS does not place blame for process degradation. The primary goal is to identify and understand
issues in order to recognize solutions and implement improvements to stay aligned with customer needs and expectations.
Risks of Not Improving Processes
When key stakeholders are involved in process improvement, they can collectively focus on eliminating waste—money,
time, resources, materials, and opportunities. We waste these precious elements when we fail to examine the processes we
use to conduct our business. Work can be completed more cost effectively, quickly, and easily. We have a major impact on
the university’s ability to compete with other universities when we enhance the value of our technological services and
support to the university. The more efficiently and effectively we can meet university needs, the more value we deliver to
students and faculty as they focus on educational requirements, research, and innovation.
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METHODOLOGY
Objective and Scope
The Process Improvement Methodology (see Figure 1 in Methodology Description below) serves as a common framework
for understanding the cyclical, ongoing nature of a process. It provides a set of phased activities for analysis of an existing
process for the specific purpose of identifying improvement opportunities. The methodology further guides the user
through process improvement implementation in conjunction with use of other ITS methodologies as appropriate. Finally, it
provides direction as to appropriate process management and periodic process review and evaluations geared toward
ongoing improvement.
Approach
The ITS Process Improvement Methodology is based almost exclusively upon Lean concepts with a hand off to Six Sigma,
only if appropriate.
What is Lean?
Lean is a management philosophy that originated in the automotive manufacturing industry. Its practical solutions are
logically translated to non-production processes and are now being successfully applied to many other areas including
information technology, help desk and customer services, administrative operations, and more. Lean considers the flow of
the beginning-to-end actions and all the interactions between them as a process value chain—or the “value stream”. Steps
are classified from the customer’s point of view meaning that the value of each action in the stream is determined by
whether it adds value from the customer perspective—value adding—or does not add value from the customer
perspective—non-value adding. Steps that are required but irrelevant from the customer perspective represent a final
classification—non-value adding but required.
Lean applies particular tools and measures to look for common types of process flow waste and then visually illustrates
where that waste decreases value and adds unnecessary business cost. Eight areas of waste are explored as opportunities
for process improvement. They are commonly known as correction, extra processing, inventory, excess motion,
overproduction, transportation, waiting, and underutilized resources. These wastes have been redefined and adapted to
the different industries as they are applied. Once waste is identified, criteria related to the overall health and maturity of
the process are considered in selecting solutions to improve the process and set a new baseline for evaluating its future
effectiveness.
Why Lean?
Lean applies practical solutions to practical problems that can exist in any flow of work. Practical solutions are sometimes
obvious fixes that can be quickly implemented. However, Lean is not about sudden, major overhauls of a process. Once
reasonable quick fixes are made, Lean prefers a planned, managed approach of incremental process changes over time to
large one-time changes. This means a better chance for long-term success.
What Lean is Not
There is a great misconception that Lean means reducing waste by eliminating employees. This fallacy does a huge
disservice to the point of getting rid of waste. To the contrary, an important reason for reducing process waste is to free up
staff to develop and use their skills in more meaningful ways that actually increase their value. In fact, companies who use
process improvement to eliminate headcount historically fail at becoming mature, successful, process-based organizations.
Why? Because employees know best where process waste exists and typically come up with the best ideas for improving
processes. A wise organization retains these employees so they can be constantly recognizing and recommending
improvement opportunities both in their individual processes (daily jobs) and larger company processes. Employees are the
best resource for knowing how to increase value to customers.
Six Sigma
Lean can help reveal process trouble areas where deeper root-cause analysis and data collection are needed. Where a Lean
solution won’t work or when the reason for a problem can’t be identified, a Six Sigma-style approach may be an
appropriate recommendation.
Six Sigma is a business management strategy that was originally developed by Motorola. Its main focus is to eliminate
defects by reducing variations and design more capable products and processes. As with Lean, many of the same tools can
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be used to analyze non-production processes. It is important to exhaust the Lean approach first, however, because to begin
with Six Sigma may cause missing the obvious. Six Sigma-based process adjustments may seem right at first but over time
may prove not permanent or even have inadvertent negative impacts on other connected processes.
Lean is often described as an inch deep and a mile wide. Conversely, Six Sigma is an inch wide and a mile deep. Lean is
intended to review the entire process to identify and eliminate waste within the process, whereas Six Sigma focuses on
individual sources of defects to determine the root cause and improve the process to reduce or eliminate those defects.
Note: Lean and Six Sigma concepts are often combined as they share the common goal of delivering and continuously
improving business processes. Both Lean and Six Sigma focus on defining success from the customer’s perspective and
require a complete understanding of the business process in order implement improvements.
Roles
Since this methodology applies to a wide variety of processes, specific roles to perform the steps within the Process
Improvement Methodology are not indicated. If some steps require specific roles to perform them, that information is
included in the description for the step or activity.
Methodology Description
Figure 1:
Process Improvement Methodology
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Stages
These are the four major supported stages reflected in the Process Improvement Methodology:
1.
The first is to Identify the process and its elements. Specific phases involve defining the scope of the process to be
analyzed, as well as documenting and analyzing the current state.
2.
Next is to Improve the process by identifying and presenting recommendations on specific trouble areas and
designing a roadmap to support improvement implementation.
3.
It is important to then effectively Manage the improvement implementation and subsequent process operation
using a clearly defined, approved approach.
4.
Finally, in order to maintain process health and recognize ongoing improvement opportunities, it is essential to
Measure key elements.
As you review the methodology, you may find value in the more detailed description of phases that follows.
Phases
The stages of process improvement are supported by six methodology phases that are equally important and necessary.
This methodology guides you through each phase and provides access to tools and resources that you can use along the
journey. Use it to execute a process improvement effort as you need to fit the specific project. The recommended tools you
use will vary depending on scope of effort or size of process. If a step is not required for a scenario, skip it. Keep in mind,
process improvement is an ongoing effort.
Scope
It is critical to clearly define the reach and impact of the process. Understanding all process stakeholders and customers and
where analysis focus must be directed drives the entire process improvement effort. The Scope phase identifies the start
and end points of the effort. It includes an assessment of the organization’s readiness to conduct the process improvement
action. There are two entry points to the phase. An initial process improvement begins here, or a continual improvement
effort enters here from the Review & Evaluate stage.
Identify Process for Analysis
Critical need, priority efforts, and business impact significance determine the selection of a process to be addressed.
Analyzing a process enables us to understand activities, their relations, and metric values. If a process occurs often
enough to be observed and documented and if the process improvement team can complete at least one improvement
cycle within 90 days, it is a viable candidate for analysis. The process must be clearly defined.
Conduct Readiness Assessment
A process improvement project must be backed by stakeholders who bring sufficient energy, cooperation, and
resources to the effort. The Readiness Assessment is completed concurrently with the project scoping effort via
interviews with the stakeholders who have identified the process of concern. It is more of an internal, informal
assessment as opposed to the more formal Project Charge. At any time during the scope phase, the Readiness
Assessment can be evaluated and the determination whether to proceed can be made.
Form Process Improvement Team
A team consisting of five to seven members is ideal. More team members can slow progress, and too few may not
provide the input and manpower to complete tasks in a reasonable timeframe. A team leader must be appointed and
will schedule and conduct meetings and manage the process improvement effort. Team members must be closely
involved in the process and participate in discussions, decisions, data collection, and data analysis activities. Team
members are expected to attend meetings and complete preparatory work as assigned. The time requirements of a
team member are dependent upon the process being analyzed.
Document Charge & Scope
The Project Charge document contains standard, key elements found in the scoping of a project effort. These include:

Process statement; background, objectives, scope, impacts, dependencies, assumptions and constraints

High-level requirements
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High-level deliverables

Timeline

Level of Effort
Process Improvement Methodology
Methodology Overview
Obtain Charge & Scope Approval
Obtaining charge and scope approval starts with providing the charge document to key stakeholders for their review.
Provide reviewers with an opportunity to provide feedback. It is beneficial to provide an opportunity for discussion. Be
sure there is awareness and consensus on the charge and scope.
Document & Analyze
The Document & Analyze phase involves gathering pertinent information about the process and how it operates in its
current state. It includes modeling of the process, identifying roles and organizations involved, and setting baselines
measures.
Conduct Project Kickoff
Develop project kickoff meeting material (methodology overview, project approach, timing, etc.). Conduct the project
kickoff meeting.
Conduct Process Discovery
This stage reveals why and for whom the process exists, what need it is intended to serve, and how it operates in its
current state. Comprehensive process discovery may involve several techniques that lead to scope validation or reveal
the need to change scope:

Capture High-Level Process (SIPOC)—A SIPOC is a visual tool used to illustrate the high-level flow of a process,
customers of the process, and what the customers expect of the process. Diagram the suppliers, inputs,
process, outputs, and customers.

Review Existing Process Documentation—Locate existing documentation about the process for general
information purposes. Gather awareness of process detail prior to interviews.

Conduct Interviews & Summarize
o
o
o
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Develop interview questionnaire. This ensures consistent and key points are covered in the
interviews. Determine how interview information will be captured and summarized.
Determine the personnel to interview in conjunction with the assigned Subject Matter Experts
(SMEs). Talk with Process Manager(s), other key personnel who perform the process, personnel who
integrate with the process, customers of the process (if appropriate), and so on.
Schedule and conduct the interviews.
Summarize and analyze the results.

Shadow Process Performers—Observe process personnel as they perform the process (or portions of the
process). Validate that the process model contains all the pertinent activities and interfaces. Discover other
steps involved, other people involved, other tools or interfaces used that are not captured in the model(s).

Conduct Survey & Summarize—When conducting interviews and modeling the process, keep in mind the RACI
matrix. A RACI matrix is a representation of the key activities and decision making authorities occurring in a
process, set against all the people or key roles performing the process. Identify the key activities that are being
performed. Determine for each activity who is Responsible, Accountable, Consulted and Informed. Much of
the information for the RACI matrix can be gathered during the modeling sessions.
Document & Analyze Current State
This phase models the current state in detail and establishes its current baseline and measurement with an eye toward
showing current process value vs. waste. Analyze current state process against identified issues, concerns, and pain
points. Look for areas of inefficiency. Document the findings. Documenting and analyzing a process may involve several
techniques:

Create Process Maps & Documents—A process flow diagram or process map is a valuable tool for
understanding the process with a visual representation. Value Stream Mapping helps identify opportunities to
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enhance value, eliminate waste, and improve the flow of a process. Description documents for each of the
process maps are beneficial to various target audiences.
o
o
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Conduct modeling sessions with the SME(s) (for example white board sessions). The sessions are
iterative as process detail is uncovered and modeled, and reviewed for accuracy. Create a Process
Description document, one that captures process details that the model does not capture.
Identify the organizations that perform the process, key activities performed, roles, authorities and
people involved in the process (key stakeholders, customers, people who execute the process, etc.),
tools used, interfaces with other processes, etc.
Determine timing/constraints of the process. Identify measures currently used to manage the process.
Determine process risk areas.
Determine whether other models would benefit the analysis or communication of the process and its
pain point issues.

Validate Process Maps & Documents—Review documentation captured about the process and verify current
state evaluation measurements.

Establish & Analyze Initial Baseline (VSM)—See Critical to Quality Trees (CTQs) and Key Performance Indicators
(KPIs) for guidance. Focus on areas of inefficiency and pain points for places to measure. Identify and capture
baseline measures of the current state process. While conducting interviews, determine whether a survey of
process personnel is needed. If a survey is needed: Develop the survey questions; Conduct the survey; and
summarize the survey results. Qualtrics, an online survey tool available to all ITS employees, is one option to
consider. See the News@ITS article for more information:
https://backstage.itcs.umich.edu/news/news@/index.php#18034

Benchmark Current State—Identify points of reference for measurement. This often involves reviewing
industry standards to compare current findings with those of similar relevant businesses.
Present Current State Findings
Review, summarize, and document all the analysis findings and share these results with key stakeholders. Share how
the existing process really operates and whether the current state is in line with the original goals and objectives of the
process. Demonstrate, where feasible to do so, the business cost of conducting the process in the current state.
Indicate obvious areas of waste where there may be improvement potential for reducing cost and/or increasing value
to process customers.
Redesign
This phase selects the specific improvements to the process that will be proposed, documents what this process will look
like, identifies additional process controls and measures, and outlines a roadmap to move the process to the proposed
state. The results of this phase determine whether a process improvement recommendation will be fully undertaken.
Identify Process Improvement Opportunities
Identify a variety of ways to improve the process; big, small, or techniques that overlap others. Brainstorm with
colleagues, and consult SMEs. Look at root causes and consider practical applications to the obvious problems (Lean).
Recognize where root causes are not understood and whether a final recommendation for more in-depth analysis is
warranted (Six Sigma).
Document Future State
Determine the proposed future state process from the set of potential process improvements. Document the proposed
future state process in models and related process description documents, as appropriate. Document process control,
measurement, and management components.
Conduct Readiness Assessment
Determine whether the participants in the process are ready to implement the proposed changes. Considerations are:

What is the organization’s willingness to adopt the process changes?

Do the recommended improvements require significant change by those performing the process?

What is the organization’s ability to do the work to implement the process?
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What is the willingness to assign an active Processes Owner?
Presentation Recommendations
Typically, the Process Analysts would present the final recommendations to the key stakeholders. Keep in mind that
stakeholders tend to prefer a high-level view over minute details. Prepare your presentation from a high-level
perspective, but be prepared to answer questions in depth.

Scope and Objectives—Include a reminder of the scope and objectives that were agreed-upon earlier to
provide context for the rest of the presentation.

Current State Findings—Provide a brief review of the major findings obtained during the Document & Analyze
phase. Include a maturity level assessment.

Future State Recommendations—Focus the presentation on future state recommendations, providing
rationale for each. Identify those that require approval before continuing to implementation.

Roadmap activities and estimates—Provide clear steps for implementing recommendations. Target maturity
level—Indicate the estimated maturity level for the target state using the Process Maturity Assessment. The
target level may not necessarily be the optimized level.

Next Steps—List next steps and action items.
Document Lessons Learned
The team may wish to conduct a review of their analysis effort for purposes of honing individual or group skills
or for suggesting Process Improvement Methodology refinements. In cases where improvement
recommendations will be implemented, use this step to make plans for taking future process improvement
cost-savings measurements where possible to do so. Here the purpose is to measure the effectiveness of the
methodology itself. Measuring for purposes of evaluating the process in question is not included here but is
addressed in the Review & Evaluate phase.
Implement
This phase takes an approved process improvement effort through the steps needed to deploy the recommendation. It is a
best practice to capture the process as you are implementing it to provide an audit trail, using the following deliverables:

Process Summary—This document, owned by the Process Manager, governs the scope, use, execution, change
control, and continual review of an ITS internal process. It provide key information for anyone needing to learn about
the process. The Process Summary template guides you through creating this document.

Process Flow—A flow document communicates the sequence of process activities. Flows range in complexity from
simple and high level to technically detailed. Two type of flows are appropriate for accompanying a process
summary. The preferred tool for creating these flows is Microsoft Visio.
o
At minimum, a high-level swimlane diagram is required. This is a flow chart using lanes to illustrate who or
what is working on a particular subset of a process. It primarily maps the hand-off points and provides a
high-level understanding of time to complete the process.

Swimlane Diagram Template

KS Visio Stencil and Shapes
For questions related to the KS stencil and shapes, please contact Knowledge Support
(knowledge_support@umich.edu).
o
To effectively demonstrate the complete workflow and handoffs of activities and tasks—particularly
useful for process performers and process analysts—a detailed process model is warranted. The Process
Improvement Methodology specifically points to Business Process Modeling Notation (BPMN). See the
Supporting Tools section below for BPMN Visio tool information.
Define Implementation Scope & Obtain Approvals
As with the process analysis effort, the first step of defining the scope is critical. This may have been clearly defined
during the redesign phase; however, those closely involved in the process and who have a major stake in its
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effectiveness must determine what to implement when and how. You may need to take a phased approach. Acquire
appropriate approvals needed for moving forward.
Follow Appropriate Methodologies to Execute Process Improvement Effort
Select the appropriate methodology to follow based on the project needs.

Project Management—This is the standard methodology adapted for ITS to manage projects. For project
management support, contact the ITS Project Management team.

SDLC System Development Lifecycle—This is the process for creating or modifying software or information
systems as well as the models used to develop these systems.

Iterative—This is an approach to software developments and updates that has been adapted for ITS. This
framework results in frequent deliveries of small amounts of scope over short time frames and requires
frequent customer feedback.

Performance Support—Defines the design process for developing instructional support materials, such as job
aids, communications, course materials, simulations, and related deliverables.

DR/BC—This is the methodology for maintaining the ITS Disaster Recovery/Business Continuity strategy.

Infrastructure—This is the methodology used to maintain the technical infrastructure that supports the
services that ITS provides.

Service Lifecycle Framework— Not a pure methodology, but a framework intended to assist staff involved in
planning, deploying, running, and improving ITS services. The brings together existing ITS documentation,
methodologies, and processes to create a general framework for how to approach the aforementioned
phases. Principally, it is offered to fill the gaps encountered with transitioning new services into production
while extending the concepts into the other service lifecycle phases in order to maintain a holistic view of
services.
Set Up Process
The set up process includes:

Secure Process Roles—Confirm commitment of involvement from those who perform roles pertaining to the
process including the Process Owner or Process Manager, Business Process Analysis, SMEs, the Service
Management Manager, and Process Performers.

Obtain & Prepare Tools—Some process changes may require software or equipment. Obtaining and preparing
the tools that are necessary to implement the process may be conducted during the set up process.

Prepare Production Turnover Plan—Establish a plan for expanding the process to production.

Decide Process Verification & Review Schedule—Determine appropriate timing for reviewing the process and
verifying its effectiveness. This must be an ongoing effort to enable continual improvement.

Determine Process Change Controls—As needs arise to change the process, it must be done in a managed and
deliberate way. The change must be agreed upon by key stakeholders, and the process changes must be
documented.

Update Process Maps & Documents—As changes are applied to the process, it is important to update process
maps and their companion documents accordingly.

Plan Training & Education—Before implementing the revised or new process, those who perform process
activities must learn the new steps, tasks, or operations. Be sure to design training or performance support
materials. Performance support refers to just enough information for someone to perform a specific task
when needed.
Establish Measurement Criteria

Identify Key Performance Indicators—These are quantifiable measurements that reflect critical success
factors. Key Performance Indicators (KPIs) must be determined before the measures are required.

Define Critical Success Factors—A Critical Success Factor (CSF) is a required element for a project to achieve its
goals. These may be defined by the Operational Level Agreements used by the Service Level Manager.
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
Choose Quantifiable Measures (financial, customer priorities, operational)—Careful selection of process
metrics enables management of the process.

Identify Soft Measures—Select appropriate aspects to observe and collect related or descriptive feedback.
This contributes to the evidence that you collect to evaluate the effectiveness of the process. For example,
anecdotal feedback, verbal comments, perceptions, complaints, and concerns.
Establish Process Use Requirements

Identify Required Compliance—Make sure that the process factors in requirements for any policies and
regulations that are required by law.

Identify Best Practices—As you implement the process, apply known best practices and communicate them to
all involved in process operations.

Identify Task-Level Requirements—Implementation requires detailed task-level instructions and specific
requirements for some steps. Be sure that any required steps are clearly defined.
Confirm Measurement Criteria with Stakeholders
Review the strategy for measuring process performance with those who have key roles. Relate these measures to the
goals and objectives.
Create Process Verification & Review Plan
Develop an action plan for ongoing review of important aspects of the process.
Deploy Process
Provide the process owner and participants with all the materials needed to implement the redesigned process. This
includes training materials, performance support, and communicating the new process changes.
Operate
Operate oversees the day-to-day activities of the production process. It generates process verification activities.
Govern & Manage Process
In order for a process to be successful, there must be governing and managing elements in place, such as:

Monitor Process Compliance

Provide Process Production Support

Ensure Appropriate Process User Training

Address Process User Performance Issues
Execute Process Verification Action Plan
Deploy the action plan for ongoing review of important aspects of the process.
Collect & Validate Data
Gather and review data required to measure the process. Review the measures to ensure valid results.
Analyze Data
Analyze and discuss with other process performers and process team members as appropriate.
Summarize Findings
Prepare a summary of findings for purposes of formal process review and evaluation.
Review & Evaluate
Review and evaluate takes the process improvement effort full circle to look at whether the process is meeting goals and
objectives and whether additional improvements and/or analysis may be needed.
Review Process Verification Findings against Goals & Objectives
Compare the measurements with the expected results with the goals and objectives for the process. This is completed
on a regular basis to be sure the process is meeting the desired outcomes.
Assess Process Maturity
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Each process analysis effort requires periodic decisions about the measures, process, storage, analysis, reporting, and
feedback. A process may be categorized according to its maturity as initial (chaotic), repeatable, defined, managed, or
optimized.
Benchmark Against Baselines
Compare the industry benchmarks to the process baselines to identify gaps and areas for improvement. Now is a good
time to create a new Value Stream Mapping and compare it to any original that was created prior to the improvement
effort.
Identify Process Needs & Changes
Determine whether the process requires updates, analysis, or additional effort.
Prepare Process Improvement Plan
Collect, consolidate, and summarize review findings. Identify areas that require updates. If the process requires a
review for potential analysis, include rationale and objectives.
Communicate Findings & Plan with Process Stakeholders
Provide the process improvement plans to process stakeholders. Indicate whether the process is operating at optimal
capacity or if review and analysis is required.
Obtain Approval
If additional process analysis is needed, be sure to get approval from key stakeholders to scope the project. If approval
is not obtained, continue process operation until it is again time to conduct process verification for ongoing process
review and evaluation.
BEST PRACTICES
Please refer to Process Improvement Best Practices for additional information.
PROJECT MANAGEMENT
Process improvement is a specific discipline and requires its own methodology. Some process improvement efforts are
significant projects that require project management support. To request support from the ITS Enterprise Project Office,
contact Cathy Curley (cacurley@umich.edu).
The ITS Enterprise Project Office can also recommend strategies for managing process improvement efforts where full
project management support is not necessary.
SUPPORTING TOOLS
Business Process Modeling tools are used to document processes in detail. They are often used in both BPM and Enterprise
Business Architecture. The most sophisticated of these tools provide the ability to incorporate process models with
business strategy. An example of a full-fledged Business Process Modeling tool is the ARIS Business Process Analysis Tool by
IDS Scheer. The simplest of these tools, which can be used for less complex modeling, is Microsoft Office Visio. For
modeling using Business Process Modeling Notation, we use a Visio Add-On from ITP Commerce, Process Modeler for
Microsoft Visio™, Business Edition.
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Business Process Management description
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Business Process Modeling Notation description
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Process Modeler 5 for Microsoft Visio™
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Other tools that are used within BPM are event processing, optimization, and simulation tools.
OBTAINING SUPPORT
To learn more about PSM Process Improvement Services and obtaining support, contact Andrea Stevens
(ajsteven@umich.edu). Refer, also, to the Process Improvement Methodology Web site.
TRAINING RECOMMENDATIONS
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Information and Technology Services
Process Improvement Methodology
Methodology Overview
Internal
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Overview—This brief introduction to the Process Improvement methodology provides the background, purpose,
and approach as well as high-level descriptions of each phase.
Scope—This slide cast/video describes the steps involved in scoping a process improvement project for analysis.
This step is critical in achieving a process improvement effort that is achievable and on-target.
Document & Analyze—This slide cast/video describes the steps involved in capturing essential content within a
process improvement project. Because there are many tools and techniques that can be used to analyze these
projects, it includes best practices and recommendations.
Redesign—This slide cast/video describes the steps involved in redesigning a process.
Implement—This slide cast/video describes the steps involved in implementing a process improvement project.
Operate—This slide cast/video describes the steps involved in operating a process improvement project.
Review & Evaluate—This slide cast/video describes the steps involved in reviewing and evaluating a process
improvement project.
Vendor-Provided
The PSM Process Improvement Methodology was designed for ITS. There are many tools, templates, and supporting
materials to go along with the methodology and provide support. There are also high-quality training courses you may wish
to consider depending upon your background and role:
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BPM101: Introduction to Business Process Management—This eight-hour course provides an overview of BPM as
both a management discipline and as a set of enabling technologies. It includes key concepts, terms,
methodologies, techniques, and technologies in BPM. It provides an overview of tools , technologies, and practices
that support the BPM discipline, including process modeling tools demonstrating “process thinking” as a new
approach to solving business problems and continuously improving organizational performance.
Lean Office Certification--This is a five-day certificate program. Learn the crucial first steps in creating the
knowledge base to successfully apply Lean concepts, tools, and methods throughout your office or business
processes.
Process Modeling with BPMN—This two-day course instructs process modelers how to use BPMN correctly and
effectively to document existing processes, to analyze and improve processes, and to collaborate with IT in
executable process design.
MSC146 Planview v9.2.1 for Project Managers—This instructor-led course may be valuable to Project Managers
who plan to use Planview version 9.2.1 exclusively to manage a process improvement project. Topics include
creating and modifying projects, work breakdown structures, and grants, using relationships, constraints, and
schedules, approving and disapproving timesheets, understanding resource assignment types, using the Gantt to
review resource assignments, and closing out completed projects.
For assistance in obtaining and coordinating vendor-provided training, please contact Knowledge Support
(knowledge_support@umich.edu).
TERMS AND DEFINITIONS
Refer to the Business Process Management Glossary for acronyms and terminology relevant to the Process Improvement
Methodology.
CONTACTS
The following ITS staff have contributed to the development of the ITS Process Improvement Methodology and its
supporting materials. Please contact any of them to answer questions requiring SME assistance.
We also want your feedback!
Staff Member
Andrea Stevens
ITS Division-Role or Title
PSM—IT Process and Change Manager
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Uniqname
ajsteven
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Information and Technology Services
Lynne Pavesi
Laurie Herman
Joe Taubitz
Brandon Tikkanen
Process Improvement Methodology
Methodology Overview
PSM—Business Process Consultant
PSM—Business Process Consultant
PSM—Business Process Consultant
PSM—Business Process Consultant
lpavesi
laherman
jtaubitz
brandont
BPMINSTITUTE.ORG
The University of Michigan has a Corporate Membership with BPMInstitute.org. Our Corporate Membership is valid until
5/31/2011. Our Corporate Member Code is CM4189. This code is required to access Corporate Membership benefits. As a
Corporate Member of BPMInstitute.org, all of our employees are entitled to benefits and discounts on future purchases, so
if you register for training, purchase materials, memberships, or events, use the CM Code to ensure Corporate Member
pricing:
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Become a Professional Member—You can upgrade to Professional Member for $149
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Networking—Access to BrainStormCentral.org - our Private Social Network
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Training—BPMInstitute hosts quarterly training sessions in Chicago, San Francisco, Washington D.C., and New York
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E-Learning—BPMInstitute offers both live and on-demand e-learning courses
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Events—BPMInstitute hosts events in Chicago, San Francisco, Washington D.C., and New York
For additional assistance, contact Carla Roddy in Corporate Memberships at 508-475 0475 x13 or Jane Waring-Pelkey in
Client Services at 508-475-0475, ext. 15.
REFERENCES
You may wish to review some of the resources that were consulted during the development of the PSM Process
Improvement Methodology:
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What is Service Management? —March 31, 2010 presentation by Andrea Stevens that describes the service
management approach, rationale, and plans.
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Business Process Analysis Overview & Key Findings Report—A summary of the research findings and includes longand short-term recommendations for how process improvement efforts could be accomplished at ITS.
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BPM Basics for Dummies—A free book by Software AG that provides core concepts about Business Process
Management, and a guide for implementing BPM. It also includes a list of resources for additional details.
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The Complete Lean Enterprise—A book by Beau Keyte and Drew Locher on Value Stream Mapping for
administrative and office processes.
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BPM 101 course materials.
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Lean Office Certification course materials.
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Lean Six Sigma-Continuous Improvement Roadmap—A visual tool, created by Lean Office instructor Don Lynch,
Ph.D., for identifying organizational continuous improvement and process learning stages.
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BPMN Method & Style—A book by Bruce Silver that provides a levels-based methodology for BPM process
modeling and improvement.
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Metrics for IT Service Management—A book by the IT Service Management Forum that considers the design and
implementation of metrics in service organizations.
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Continual Service Improvement—A book by the Office of Government Commerce that describes best-practice
processes for IT Service Management.
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Cynthia Karen Swank. The Lean Service Machine. Harvard Business Review. October 2003—Article describing lean
operations in Jefferson Pilot Financial.
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http://www.wikipedia.org/
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