Business process management is the back-bone of many successful organizations, the question is how did they initially achieve this? With so much information available it can easily become overwhelming when it comes to where or how to start the business process improvement journey. Watch this webinar recording with James Noll, Senior Manager at Satori Consulting as he answers these questions and outlines why taking a structured approach to current-state process analysis is the key to laying the groundwork for successful process transformation.

1. Build the
foundation for
process
improvement.
James Noll, Senior
Manager at Satori
Consulting.

2. 30-NOVEMBER-2017
James Noll, Satori Consulting

3. AGENDA
2
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
01 What is process improvement and what are the
standard phases of process improvement
02 How a project’s catalyst for change defines your
approach
03 The tools to use for effective current-state process
analysis
04 Target-state and beyond – Laying the groundwork
for process improvement
05 Questions

4. 3
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
01 Overview
02 Catalyst for change
03 Process analysis toolkit
04 Target-state and beyond
05 Questions

5. WHAT IS PROCESS IMPROVEMENT
Structured analysis to support changes to an organization’s processes / structure /
supporting technology with the goal of improvement
4
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Allofthethese
Someorallof
thethese
Increase accuracy /
lower error rate
Lower cycle time
Lower operating cost Increase efficiency
People
Process Technology
Analysis of an organization’s…
With the goal of supporting changes that…

6. SATORI PROCESS DEFINITION ROADMAP
A VIEW OF THE BIG PICTURE FIRST
5
Define scope
Complete process scan
Create process maps
Document procedures
Document testing and
training scenarios
CurrentStateTargetState
Complete process
analysis
Map process to target
system
To CM
Fully documented
target-state process
Steps per sub-process
Design strategies,
corrective actions, goals
Strengths, weaknesses,
objectives, constraints Role and Org mapping
Measures and metrics
Degree of change
Dependencies, roles &
Responsibilities, gaps
To CM
To CM
To CM
(Training)
To CM
(Training)
Business Process
Decomp
Process Analysis
Worksheet
Process Analysis
Worksheet
Process Maps
SOPs
Process Analysis
Worksheet
Process Maps
Catalyst for
change
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions

7. 6
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
02 Catalyst for change
03 Process analysis toolkit
04 Target-state and beyond
05 Questions
01 Overview

8. CATALYST FOR CHANGE
Your analysis should go into just enough detail to support need you want to do next on
your roadmap
WHAT YOU WANT TO DO NEXT DETERMINES THE RIGHT LEVEL OF DETAIL
7
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Deep Dive
• Pure process improvement
initiatives
 Order cycle time reduction
 Lowering call center volume /
time per call
• Cost-reduction
• Regulatory compliance remediation
Just Enough
• Vendor or system selection
• System implementation
• Post-merger integration

9. 8
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
02 Catalyst for change
03 Process analysis toolkit
04 Target-state and beyond
05 Questions
01 Overview

10. PROCESS ANALYSIS TOOLKIT
USE THE RIGHT TOOLS TO ORGANIZE HOW YOU ANALYZE YOUR CURRENT STATE
9
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Analyze how a process is
executed
Process Scan
Show how a process
happens
Process Maps
Show the organization of a
company and its processes
Business Process Design (BPD)Purchasing and
Replenishment (MRP)
Planning Long-
Term
Replenishment
Planning Weekly
Replenishment
MRP System
Maintenance
Updating Order
Quantities
Managing
Purchased Items
Determing
Replenishments
and Placing Orders
Addressing Daily or
Weekly
Replenishment
Issues
MRP Planning
Identifying Short-
Term Requirements
Calculating Safety
Stock
Updating Safety
Stock
Establishing and
Maintaining Order
Rules
Establishing Item
Planning
Parameters
Communicating
Requirements to
Vendors
1
2
3

11. A BPD DIAGRAM IS A TOOL THAT...
SHOWS MAJOR BUSINESS AREAS, BY THE BUILDING-BLOCK SUB-PROCESSES, WORKFLOWS, AND THEIR
PROCEDURES
COMMUNICATES THE SCOPE OF A PROCESS (WHAT IS VS. WHAT IS NOT) and the scope for our analysis
SHOWS WHAT WE ORGANIZE OUR ACTIVITIES AGAINST
Anatomy of a BPD Diagram
Business Process – Major business unit
(AP, AR, Order Management)
 Functional Area – Core activities of
the business unit
– Process – Activities of each
business unit and the roles
executing them
 Procedure – Discreet
step-by-step procedures
within a process
Each is a One-to-Many Relationship
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions

12. CREATING A BPD – GUIDANCE
11
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Capture content first and organize second
• Get people talking
• Start unstructured and then group
Start with the right resource for laying out the BPD
• Start higher up the org chart, rather than lower
• Get the lower-level subject matter experts to help fill in the sub-processes
Capture the “right” amount of granularity
• Too Much Detail – you get bogged down or build something that can’t communicate clearly
• Too Little Detail – it won’t be usable, what it communicates will be trivial or non-substantive
What are the responsibilities of each person in the department
• Lists of sub-processes and workflows
Are there any special calendar-driven processes: week-ending, month-ending
activities?
Keep the BPD at a consistent level of granularity
• Create summary-level or more detailed diagrams as needed
As you update, use color-coding to show changes
• New processes, retired or consolidated processes, scope changes, status-tracking

13. PROCESS SCAN WORKSHEET
PROVIDES STRUCTURED APPROACH TO CAPTURE INFORMATION AND GUIDE
CURRENT-STATE ANALYSIS
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Who participated in the analysis activities
Attributes of the process
 Strengths
 Weaknesses
 Objectives, Requirements & Constraints
 Inputs to the process / outputs from the
process
Steps of the major activities along with
roles and supporting technology

14. PROCESS SCAN WORKSHEET
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Process Scan Worksheet
Process Information
Process Name - Record the process owner and the names of anyone who participated in the process scan sessions
• Important to have a record of who the information is from (who participated / who did not)
• Makes follow-up conversations easier
Define Scope of Current Process
Scan
Current
Process
Strengths - List what works in the current world in order to maintain it going forward
• Ex: We can easily see clients that we have sold in multiple countries, and where the client is located (location of
use).
Weaknesses – List what doesn’t work
• Ex: Reports require manual cleanup (to eliminate duplicate records) before they can be sent to management
Objectives, Requirements & Constraints - List high-level goals, objectives, requirements, constraints that must be
accounted for
• Ex: (Requirement): All contracts are in local currency
• Ex: (Goal): Automate order validation from receipt, to drop to warehouse, to invoicing - Manual intervention only
required for orders with exceptions
• Ex: (Constraint): Overall staffing must decrease 2.5 FTE’s
Functional Area Description
Record
Process
Steps
Define the high-level processes that make up each functional area
• Ask what starts an activity? Ask how you know when an activity has been completed successfully (what outputs
does it produce or what conditions are now true?)
• Ask what works, what doesn’t work
• Add any notes that are relevant to the step. Notes may include strengths / weaknesses, desired outcomes,
requirements, constraints, and dependencies
• Ask for any sample documents (order forms, reports, etc) that help to illustrate the process

15. Process Maps help people understand processes they own or play a part in, facilitate
communication about the process and its steps, decision points, key inputs and
outputs
PROCESS MAPS
BUILD ON THE PROCESS SCAN WORKSHEETS TO MAP THE CURRENT PROCESSES
14
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Purchasing and
Replenishment (MRP)
Planning Long-
Term
Replenishment
Planning Weekly
Replenishment
MRP System
Maintenance
Updating Order
Quantities
Managing
Purchased Items
Determing
Replenishments
and Placing Orders
Addressing Daily or
Weekly
Replenishment
Issues
MRP Planning
Identifying Short-
Term Requirements
Calculating Safety
Stock
Updating Safety
Stock
Establishing and
Maintaining Order
Rules
Establishing Item
Planning
Parameters
Communicating
Requirements to
Vendors
BPDs show the what of an
organization’s processes
Process maps (workflows) add the
who, when, how
• Who does what (Roles & Hand-
offs)
• Chronological flow
• Decision points
• Inputs and value-added outputs
Annotated Process
Role2NotesRole1
Start
Step
(verb+noun)
Decision
Step
(verb+noun)
Step
(verb+noun)
Label the decision
output
Label the other
option
Capture how the transfer from
one role to the next happens
Reference to
an External
Process
process
feedback
loop
End
Notes
· Dashed line
· No arrows

16. CREATING PROCESS MODELS – GUIDANCE ON
GETTING STARTED
15
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Involve those who participate in the process, not just the process owner
Map the current process as it exists today
Have a clear starting point and ending point that you’re going to document– Define the scope
and focus for any meeting with process owners and subject matter experts
No right tool to document with, just be consistent in your approach
• Use a white-board, Post-it notes, Visio – whatever tools you are comfortable in
• It’s best to use a big surface, and map in person
Start by defining the normal process
• Document what normally happens and use notes to handle variations
• Document ‘Yes” first. Don’t get bogged down in every exception
Use your BPD diagram to define and track the processes that you need to capture. Update your
decomp as needed throughout the process

17. CREATING PROCESS MODELS – GUIDANCE ON
DOCUMENTING THE PROCESS
16
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
One action per box, expressed in verb+noun format
• Break this convention to differentiate call-outs to processes captured elsewhere. Use a title format (e.g.
Technology Vendor Selection and Sourcing process)
Capture the steps and ask what role performs the step to collect the roles. Confirm you’re involving all key
participants in the mapping process
Record how the hand-offs take place
• Any “conditions” that happen when a step crosses from one role to another
• How do I know your job is done and my job starts? What is passed off? How?
Map the process from left-to-right and top-to bottom
• Work upper-left to lower-right to show chronology.
• Align unconnected boxes if activities take place simultaneously
Capture what has happened when the workflow is completed successfully – and all the places where if
something hasn’t happened that it’s failed
Get the process down, then clean it up.
• Once you have a draft, document the process digitally (if you haven’t done so already)
• Distribute for feedback
Don’t get too granular. Capture boxes at the procedure title level, not the step-by-step tasks in the procedure

18. PROCESS MAPPING – CREATION BEST PRACTICES
USE A MINIMUM NUMBER OF SHAPES CONSISTENTLY
17
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Annotated Process
Role2NotesRole1
Start
Step
(verb+noun)
Decision
Step
(verb+noun)
Step
(verb+noun)
Label the decision
output
Label the other
option
Capture how the transfer from
one role to the next happens
Reference to
an External
Process
process
feedback
loop
End
Notes
· Dashed line
· No arrows

19. 18
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
02 Catalyst for change
04 Target-state and beyond
05 Questions
01 Overview
03 Process analysis toolkit

20. TRANSITIONING FROM ANALYSIS TO DESIGN
USE YOUR ANALYSIS TO DRIVE
DESIGN OF YOUR TARGET-STATE
19
Define scope
Complete process scan
Create process maps
Document procedures
Document testing and
training scenarios
CurrentStateTargetState
Complete process
analysis
Map process to target
system
To CM
Fully documented
target-state process
Steps per sub-process
Design strategies,
corrective actions, goals
Strengths, weaknesses,
objectives, constraints Role and Org mapping
Measures and metrics
Degree of change
Dependencies, roles &
Responsibilities, gaps
To CM
To CM
To CM
(Training)
To CM
(Training)
Business Process
Decomp
Process Analysis
Worksheet
Process Analysis
Worksheet
Process Maps
SOPs
Process Analysis
Worksheet
Process Maps
Catalyst for
change
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Process Maps
SOPs
Create process maps
Process library
created in Promapp

21. 20 © Satori Consulting | Proprietary and Confidential
TARGET STATE AND BEYOND
BUILD ON AND TRANSFORM THE CONTENT CAPTURED ABOUT THE CURRENT
PROCESS
Keep your BPD updated
• Treat it as a living document that is constantly evolving
Use the process scan worksheet to facilitate process design
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Use the updated process scan worksheets and process maps to map target
processes
• Strengths  Design Strategy: Describe how the current process strengths will be
preserved
• Weaknesses  Corrective Action: List corrective actions for each identified
weakness
• Desired Outcome  Measures and Metrics
• Requirements  How Will It be Implemented?
• Constraints  How Will these be Mitigated
• Shared understanding of the process, supported by a documented
processes map, serving as the single source of truth
• Capture the end-to-end process with points of accountability, inputs and
outputs, hand-offs, and documented procedures to execute process
steps
• Support continuous process improvement

22. SUMMARY
21
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
Let the scope inform how deep a dive you take into current-state analysis
Process Analysis Toolkit
• BPD – start listing processes first and group second. Keep the BPD at a consistent level of
granularity. Make summary-level and more detailed BPDs as needed
• Process Scan Worksheet – Involve process participants and capture what works, what
doesn’t, and any constraints
• Process Maps – Capture processes as they exist today. Start with the normal process. Don’t
get bogged down in details or exceptions
Understand your catalyst for change, and confirm your scope
Use your structured current-state analysis as a foundation for improvement
Process improvement is not linear, it’s a continually evolving journey. Use tools that
support continuous improvement.
Continuous
Improvement
Catalyst for change

23. 22
Overview
Catalyst for
Change
Process
Analysis
Tools
BPD
Process
Scan
Worksheet
Process
Maps
Target
State and
Beyond
Questions
02 Catalyst for change
05 Questions
01 Overview
03 Process analysis toolkit
04 Target-state and beyond

24. Questions?
www.promapp.com

25. 24 © Satori Consulting | Proprietary and Confidential
ABOUT SATORI CONSULTING
• A brief overview:
– Satori orchestrates change. We deliver insight, add clarity, and align to clients’ business
objectives to yield results
– We are comprised of highly experienced professionals who are dedicated to
demonstrating Satori’s value and commitment to our clients
– We provide Business Process Engineering, Portfolio/Program/Project Management,
Change Management, Organizational Effectiveness, Strategic Planning and Risk
Management services
• Satori helps our clients to understand and navigate the complex environments,
relationships, and controls that their businesses must master to survive and thrive.
We:
– Devise strategies that effectively balance objectives and constraints
– Design processes, organizations, and supporting structures that bring objectives to life
– Manage changes that achieve the strategic intent

26. PROCESS SCAN WORKSHEETS
SAMPLES
25
Process Scan Worksheet
Samples from Current State>Target State
Samples to support a vendor selection