Interactive Proces Analysis for
Results
Interactive Process
Analysis
people
means
results
Introduction
mind@work
Jan Lelie MSc MBA CPF
 Facilitation: together decidedly better
decisions
 Mobile group decision room
 Methods and techniques for better group
decision making
 This is mind@work’s adaptation of RAMS

Technological Solutions
Tip of the Iceberg
Technology!
!!!
There’s
the????
answer
…….
Technology
Environment
Organizational
Issues
Other
Issues
Process Issues
Business Process Improvement
Areas Addressed
PEOPLE
PEOPLE
MEANS
MEANS
RESULTS
RESULTS
Critical Role of Facilitation
Individual
goals
Common
means
ideas
implementing
Conversations
actions
Individual
means
developing
Commons
goals
Four Layered Business Model
Business Objectives
Business Processes
Information Flow
Information System
Extension of RAMS
RAMS Origin and Benefits
“Requirements Analysis for
Management Systems”
 Digital™
Finland
 Wall-charting and structured analysis
techniques
 Wall-charting benefits:

Involvement
Visibility
Retention
Consensus
Team Building
Ownership
Requirements Analysis Process
Basic Steps
Develop current business process model
 Obtain consensus on problems, issues
and expectations
 Analyze and prioritize problems
 Define recommended solutions
 Identify requirements for change

RAMS Philosophies
Simplicity
Elimination of Waste
Continuous Improvement
Requirements Analysis
Areas of Applicability

Process analysis in the development of user
requirements for:








Application integration
Data Warehouse requirements
Application selection
Gap analysis
Application development
Business process redesign
Problem analysis and prioritization
Knowledge management
Overview Methods
Terms of Reference
1 Business & Study Objectives
 Terms of Reference
The Business
Problem
Benefits
Objectives
CSF
Metrics
Goals
The Study
Non-Focus
Goals
Resources
Focus
Duration
Deliverable
2 High Level Business
Process Analysis
Diagonal
 Diagonal
IPO
3 Detailed Business Process Analysis
 Input Process Output (IPO)
Definition
Source
CSF
Objectives
In
Process
Metrics
Out
Destination
Overview Methods continued...
4 Problem Analysis
 PIE Analysis
5 Future Business
Models
 Future Diagonal
 Future IPOs
6 Implementation plan
PIE Chart
Purchasing
Policies
Procedures
Training
Problem/Issue
Forecasting
Miscellaneous
System
Organization
Proposed Solution
Metrics
Planning
Diagonal
IPO
Definition
CSF
Objectives
Metrics
Destination
Source
In
Process
Out
Business & Study
Objectives
Terms of Reference
Areas Addressed
Opportunity statement
 Focus areas of study
 Expected results
 Benefits
 Key players
 Project schedule
 Deliverables

Terms of Reference
The Business
Problem
Benefits
Objectives
CSF
Metrics
Goals
The Study
Goals
Focus
Non-Focus
Resources
Duration
Deliverable
Terms of Reference
Format
Terms of Reference
The Business
Problems
Benefits
Objectives
CSF
Metrics
Goals
The Study
Goals
In-Scope
Out-of-Scope
Resources
Duration
Deliverable
SeeMap and IPO
mind@work uses SeeMap™ as an
alternative for business objectives
 mind@work uses first IPO (input process
output) and diagonal matrix later

High Level Business
Process Analysis
Diagonal Matrix

It is
 an analysis of business processes

You build
 an illustration of the business information and
material flows around and between the business
areas

You need
 representatives from each function

You get
 consensal picture information and material flows

You uncover
 ... problems, issues, and expectations
Diagonal Matrix Model
Diagonal Matrix Conventions
OUT
Activity:
Verb +
Noun
Don’t draw
arrows
Requesting
Product
IN
Acknowl.
Request
P.O.
Selling
Products
Schedule
OUT
Requirement
IN
Planning
Production
Diagonal Matrix
Format
“virtual arrows”
Receipt
Supplying
Materials
Materials
Ordering
Products
External
Offering.
Cust. O.
Selling
products
Sales.O.
Scheduling
requirements
Mat. Req. Manuf.O.
Buying
materials
Purch O.
Raw Materials
Manufact.
products
Internal
Feed back
Orders
Finished prod.
Finished prod.
Feed back
Distributing
finished prod.
Schedule
PO
Plan
Req.
Distrib.Cntr
Reports
ERP
systeem
System
Diagonal Matrix
Critical
Format
Problems
Receipt
Supplying
Materials
Materials
Ordering
Products
Offering.
Cust. O.
Selling
products
Sales.O.
Scheduling
requirements
Mat. Req. Manuf.O.
Buying
materials
Purch O.
Raw Materials
Manufact.
products
Feed back
Orders
Finished prod.
Finished prod.
Feed back
Distributing
finished prod.
Schedule
PO
Plan
Req.
Distrib.Cntr
Reports
ERP
systeem
Example
Detailed Business Process
Analysis
IPO
Input Process Output

Detailed analysis modeling
 Within and between functions

Results in foundation for:
 Process redesign
 Requirements generation
 Object model definitions
IPO
Format
IPO
Definition
Source
Objectives
In
CSF
Activity/Task
Out
Metrics
Destination
Problem
Analysis
PIE Chart Objectives
Problems - Issues - Expectations
Gather ideas and suggestions for
business improvements and system
requirements
 Group into common concerns

PIE Chart
PIE Chart
Format
PIE Chart
Purchasing
Forecasting
Policies
Procedures
Miscellaneous
System
Organization
Planning
Training
Metrics
PIE
Root Cause Analysis

Determine root causes to problems
 Go beyond symptoms
 Expose possible multiple root causes
Identify problem consequences
 Evaluate impact (potential solution
benefits)
 Set priorities and time frames

Suggestion
Root Cause
$ Impact
Consequence
Root Cause
Suggestion Root Cause
Symptom
Problem
Consequence Consequence
$ Impact
PIE
Root Cause Analysis Format
$ Impact
Suggestion
Root Cause
Symptom
Root Cause
Consequence
Consequence
Consequence
Problem
$ Impact
Suggestion Root Cause
Suggestion
Consequence
Root Cause
Consequence
$ Impact
Consequence Consequence
Suggestion
Root Cause
Symptom
Symptom
Symptom
Symptom
Problem
$ Impact
Consequence Consequence
Consequence
$ Impact
PIE Analysis
Proposed Solution Development
Determine initial proposed solutions
 Assign responsibility, priority and time
frame indicators

H/M/D
Problem/Issue
Proposed Solution
EJC
Front
Back
Future Business
Models
Future Business Models

The future business model reflects
people, process and technology changes
Diagonal

Future Diagonal
IPO

Future IPOs
Definition
CSF
Objectives
Metrics
Destination
Source
In
Process
Out
Future Diagonal

Apply solution criteria
Diagonal
Diagonal
New
Current
Future
Future
IPOs
Future IPOs

Apply solution criteria
IPO
Definition
Source
CSF
Objectives
In
IPO
Process
Current
Metrics
Out
Destination
Definition
Source
CSF
Objectives
In
Process
Future
Metrics
Out
Destination
Action Planning Report
Final Report
Documents outcome of workshop(s)
 Input future system requirements
 Defines next steps
 Execution plan of next steps

Conclusion
Benefits
 Structured
 User
involved
 Non-threatening
 Cross functional
 Consensus forming
 Educational
 Retentive
Benefits (continued...)
 Efficient
 Fast
 Productive
 Impact
driven
 Effective
 Proven world-wide
Basic Business Chain
5
Facilities
Yuj Advies, René R. Tol
4
3
Line
2
1
Market
Basic Business Chain
example
Demand
Projects
7
Outsourcing
Partner
Yuj Advies, René R. Tol
6
5
ICT
Supply
4
3
Customer /
Devision
2
1
Market
How the ITSA views are related
Business
drivers Business view
Goals
Implementation
view
Implementation
Functional view
Technical view
Business
principles
Functional
principles
Technical
principles
Rationales
Rationales
Rationales
Rationales
Implications
Implications
Implications
Implications
Obstacles
Obstacles
Obstacles
Obstacles
Actions
Actions
Actions
Actions
principles
Principles relate the views:
example
Driver:
Competition is
outstripping
us on delivery
Business
view
Functional
view
Technical
view
Implementation
view
Goal:
Improve
time-tomarket
Develop
e-commerce
capability
Customers
browse,
check inventory,
order,
pay without help
Use scripts,
database to
check
inventory
and validity
Use Microsoft
based
commerce
systems
Reduces order
processing time
Needed for
e-commerce
Customer must
check inventory,
make valid orders
“Ramp-up” time
is reduced
Needs
modifications
to IT
infrastructure
Requires 24 X 7
system
availability
Need to develop
or outsource
Will have to
partner to
acquire
needed expertise
Beyond year’s
budget
No resources
for 24X7 support
Compatibility,
integration
issues
Limited skill set
Survey
customers
Investigate
partners
Research
db products
Train
resources
Clients
Sample Listing
Allied Signal
Applied Magnetics
Bechtel
British Aerospace
Caterpillar
Chips & Technology
Digital Equipment
Dupont
Fujitsu
H.B. Fuller
Intel
Johnson & Johnson
LifeScan
Lotus
National Semiconductor
Northwest Natural Gas
Phillips
Prudential Life Assurance
SAAB
Scottish & Newcastle
Shell
Siltec
SEH America
Thomas Tate
Toyota
Volvo
Waterford Foods
Xicor
Questions?