It's a fact of life that things change. Business is always in flux – changes in market conditions and staff movements can challenge even the most robust process improvement plan. But these 'bumps in the road' can also be huge opportunities. Get tips and examples for how you can drive forward with Nintex Promapp during those times when things don't go exactly as planned.

1. Speedbump or Springboard?
Leveraging change to move Nintex Promapp forward

2. 1Restructure

3. Speedbump
• Merger
• Job security
• Governance
• Ownership
• Strategic direction
• Paralysis!

4. Approach
• Influenceability
• Value proposition
• Empathy
• Communication

5. Actions
Practicalities
• Selected an instance
• Folder structure
• Most-used processes first
Enablement
• Training sessions
• Process capture skills

6. Springboard
• Merger successful
• More champions
• Nintex Promapp baked-in

7. 2Engagement

8. Speedbump
• Reporting found an issue
• Process hits, change log, feedback
• Non-Promapp processes
• Not just users

9. Approach
• Investigated the issue
• Online survey
• Face-to-face interviews
• Whitepaper

10. Findings Actions
Couldn’t find processes
Search keywords, folder restructure,
roles & responsibilities
Didn’t see the benefit to them Defined and shared the WIIFM
Felt Nintex Promapp wasn’t a priority More exec visibility, more communication
Still using old files Convert, archive, confiscate, burn!
What they needed wasn’t there
Encourages people to map what was
missing, turned on suggested processes
Whitepaper findings and actions

11. Springboard
• Increased reporting for
management
• Notifications enabled
• Roles managed as part
of onboarding

12. ? ?

13. 3Resistance

14. Speedbump
• Exciting management
roadshow!
• Executive-level
detractors

15. Approach
• Called in reinforcement
• Reshared purpose
• Explored concerns
• Adapted

16. Adapted in response to feedback
Roll-out plan
• Team-based milestones
• Beyond ‘getting it mapped’
Culture shift
• Greater exec visibility
• Monthly recognition

17. Springboard
• Listening improved strategy
• Detractors became advocates
• No such thing as bad publicity

18. 4Dashboard
sadness

19. Speedbump
• Lots unpublished
• Lots overdue for review
• Unanswered feedback
• No champions identified

20. Don’t let perfect be
the enemy of good

21. Approach
• Determined project plan
• Identified champions
• Scoped and prioritised
• Verified ownership
• Tailored our tools

22. Prioritising your processes for documentation
Process Characteristics High Low
> Daily < Monthly
2 0
20+ people 1 – 4 people
2 0
Yes No
2 0
Yes No
2 0
Significant Low/None
2 0
Significant Low/None
2 0
Yes Not really
2 0
Yes Not really
2 0
Yes Not really
2 0
High Low
Total Score 14 to 20 0 to 6
The following are basic assessment items to consider when identifying process creation priorities. They are
designed to act as prompts when considering which processes should be documented first. For simiplicity,
processes should be identified as high, medium, or low priority. While some scoring parameters are provided, it is
ultimately the decision of the Promapp users and advocates in each area regarding which processes should be
created first.
Medium
Process frequency: How often is the process used?
Weekly
1
Process reach: How many people use this process, or form part of its
execution?
5 – 20 people
1
Process dependencies: Does the process provide an output required by any
other dependant process for its successful execution?
Yes No
2 0
Professional or industry standards: Does the process involve complying
with specific legislative requirements, professional or industry standards
(existing or new)?
Somewhat
1
Existing issues: Are there known issues with the process that are causing
problems? (E.g. staff not following correct procedures or operational
ambiguity relating to roles, responsibilities, and the sequencing of activities).
Somewhat
1
1
Impact of interruption or failure: How significant an impact would process
interruption or failure have upon the organisation? (E.g. if the process was
interrupted or failed, what would be the impact).
Moderate
1
Knowledge loss: Is there any risk associated with losing knowledge of the
current process? (E.g. only one, or few, staff members currently know how
to execute the process correctly, and/or it is not documented elsewhere in
any form).
Moderate
1
Flexibility and agility: Is there is a need to respond more quickly and easily
to changing requirements associated with the process? (E.g. ability to
communicate and implement process changes promptly, including system
driven changes).
Somewhat
1
Medium
7 to 14
Effectiveness and efficiency: Is there a need for greater control and
consistency in the execution of the process? Will process documentation
provide a basis for ensuring we’re doing the right things in the right way?
Somewhat
1
Transparency and accountability: Is there a need for greater process clarity
including defining roles and responsibilities among staff and stakeholders?
Somewhat
Tailored our tools
• Process Creation Rulebook
• Process Review Checklist
• Scoping and Prioritisation Template
Checked
Checked
Checked
Checked
Checked
Triggers and Inputs
Are the inputs clearly outlining what is needed to carry out the process and
does each input link to, or specify, what process provides the input (if relevant)?
Do the Tasks start with a verb e.g Complete forecast schedule and are they clear
and instructional?
Does the trigger clearly explain the situation or event that causes the process to
start?
Are all Activities assined to a role?
Are Notes written in the suggested format (poised as a question then an
answer)?
RACI
Comments
Comments
Have any additional stakeholders been added to the RACI?
Outputs & Targets
Do the outputs clearly describe what is produced by completing the process and
does each output link to, or specify, what process uses the output (if relevant)?
Do the perfomance measures clearly outline what indicates/measure whether
the process is operating effectively and meeting its objective?
Are all templates, weblinks, forms etc. attached to the relevant steps of the
process?
Are there detailed instructional information (Work Instructions) attached as
documents to the relevant tasks? e.g. keystroke information
Are all the systems that are used in the process tagged?
Are all acronyms / technical terms defined in the glossary?
Do important or vital steps or information have enough prominence in the
process?
Process Name:
Department:
Reviewer:
CommentsSummary Section
Is the title clear, specific and starts with a verb?
Is the Process Owner and Expert assigned to 2 different people?
Does the objective clearly explain the scope and purpose of the process?
Do the process Activites map what occurs 80% of the time?
Do the Activities start with a verb (e.g Produce Report not Producing Report)
and do they show up in full in the map (i.e. contain 6-9 words)?
Has the detail been chunked, and processes linked where required?
Procedure
Are there less than 10 Activities in the process?
Comments
Comments
PROCESS QUALITY REVIEW & FEEDBACK
Process review checklist.

23. Springboard
• Processes rationalized
• Stats trending well
• Sustainable plan created

25. Thank You