407 - How to make things simpler using process mapping technology


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  • Initial Group activity - show of handsWho knows about process mapping? Who uses it? Who is considering using it?
  • Clarity of as is and changing to be
  • Single source of truth
  • Connections
  • 407 - How to make things simpler using process mapping technology

    1. 1. How to make things simpler: using process mapping technology Melissa Bradley, Michael Cousins and Chloé Gallien
    2. 2. Session Outline 11am Welcome and Introductions 11.05am University of Kent context 11.10am Triaster: Process Mapping context 11.40am University of Kent case studyPage 2 AUA conference 4th April 2012
    3. 3. Welcome / Introductions • Melissa Bradley, Faculty Administration Manager, University of Kent (m.v.bradley@kent.ac.uk) • Michael Cousins, Managing Director, Triaster (Michael.Cousins@triaster.co.uk) • Chloé Gallien, Faculty Administration Manager, University of Kent (c.gallien@kent.ac.uk)Page 3 AUA conference 4th April 2012
    4. 4. University of Kent • Founded in 1965 • 19,665 students and 2,887 members of staff • Locations in Canterbury, Medway, Brussels, Paris and Athens • Three faculties (Humanities, Sciences and Social Sciences), comprising 18 academic schools and 3 academic centres. • Project sponsored by Academic Registrar and initial funding provided by HEFCE’s modernisation fundPage 4 AUA conference 4th April 2012
    5. 5. Context (II) • The Faculty Manager roles at Kent were created in 2009 as a consequence of a University wide administration review which recommended that all academic administration services should be brought together under one structure • The purpose of the changes was to develop the efficiency, effectiveness, and consistency of the University’s administration and provide a professional support structure • Previously many of the administrative functions in the 18 academic Schools had developed in an ad hoc fashion according to local contextsPage 5 AUA conference 4th April 2012
    6. 6. Context (III) The Faculty Managers at Kent have outlined 4 key aspirations: Developing processes Developing people Developing connections i Developing strategic awareness These link to the University’s vision of: • Operating in an efficient, effective, sustainable and professional manner, (Institutional Plan 2009-2012)Page 6 AUA conference 4th April 2012
    7. 7. Why Process Mapping? - Focus of Change• To adopt a lean approach• To ensure clarity and consistency across all the academic administration services by having a “one process” methodology• To improve effectiveness, efficiency and communication across the academic administration (very challenging without clear processes)• To facilitate joined up thinking and understanding e.g. breaking down silos• Triaster was chosen as the specialist software used to map and share processes through a single online library Page 7 AUA conference 4th April 2012
    8. 8. University of Kent Process Mapping Project • Still at early stages (started in 2010), working to roll out across the University. Modular and incremental approach • Initial focus was engaging with Professional Service departments (e.g. to start at the top), emphasising efficiency, savings and process improvement • Project team consisted originally of one Process Mapping champion • Invested in training 40 staff to use the Triaster software, but this was lost as not many then followed up by process mappingPage 8 AUA conference 4th April 2012
    9. 9. Process Mapping Project (II) • In May 2011 the former Project Lead left the University, provoking a need to reallocate and reassess the project management and strategy. • New direction – more targeted approach with a stronger focus on governance, communication, engagement and facilitation • Sought and obtained senior active sponsorship (Deans, Academic Registrar) • Additional resources provided to allow us to adopt a team approach although no one is full-time on the project – all have to fit around existing rolesPage 9 AUA conference 4th April 2012
    10. 10. Governance Process Mapping Steering Committee – oversight of project Process Mapping Project Process Mapping Project Management Team Management Team Process Mapping Project Faculties’ Special Interest Management Team Project Groups and Professional Administrator and Process Service departments Library Support and Trainer Faculties Process Mapping Co-ordination GroupPage 10 AUA conference 4th April 2012
    11. 11. Kent’s Process Library • Process Library went live in September 2011  Completed architecture and search and reporting functionality design  Appointed a Process Library administrator • 30 published end to end processes to date (80 in sandpit and 50 waiting publication) – given the challenges that has been a major achievement, and continually developing • People tend to look because it’s a new system – not yet used as the “go-to” point of reference • Improving staff engagement with the library and process mapping is the priority of the projectPage 11 AUA conference 4th April 2012
    12. 12. Challenges • Resourcing the project / limitations of time • Overall size and scope of the project – ongoing project/no fixed end date • Moving from sandpit (draft) to live published maps • Cooperation of colleagues across the Institution • Engagement with senior stakeholders • Communicating the key benefits and positive messages against a backdrop of uncertainty and change within HE • Widening facilitation, improving and sustaining engagement with process mapping and the library • Embedding process mapping and library into everyday working practices • Measuring improvement / impact / success storiesPage 12 AUA conference 4th April 2012
    13. 13. Key Learning Points • Establishing a well-defined project brief, plan and governance structure (keep it manageable and realistic) • Establish and adhere to a series of timelines/set tasks • Team approach rather than relying upon one individual • Ongoing and effective planning and communication • Training and support for staff – focus on helping staff understand the processes and how to map them rather than the Process Navigator software • Offering wider facilitation and training to staff engaged with project • Measures of success - Before and After scenariosPage 13 AUA conference 4th April 2012
    14. 14. Benefits • Developing a consistent and continuous improvement approach across the University • Enhanced documentation located in a single reference point • Improving simplicity, accessibility, transparency, clarity, quality and understanding of University processes • Sharing best practice and staff know-how (rather than re- inventing the wheel) • Identifying and rectifying weaknesses/critical points of failure in processes • Avoiding repetition within processes, thus saving timePage 14 AUA conference 4th April 2012
    15. 15. Page 15 AUA conference 4th April 2012
    16. 16. Contact details • Melissa Bradley, Faculty Administration Manager, University of Kent, 01227 823753, m.v.bradley@kent.ac.uk • Michael Cousins, Managing Director, Triaster, 0870 402 1234, (Michael.Cousins@triaster.co.uk) • Chloé Gallien, Faculty Administration Manager, University of Kent, 01227 823670, c.gallien@kent.ac.uk Link to our website: http://www.kent.ac.uk/academic/projects/processmappin g.htmlPage 16 AUA conference 4th April 2012