With digital transformation in mind, new projects and changes in business strategies are now on almost every business’ agenda. Follow along with these webinar slides to learn how you can successfully map and model your enterprise processes. Want to follow along with the webinar replay? Download it here for free: http://info.aiim.org/model-your-enterprise-processes

1. Underwritten by:
#AIIMInformation Is Your Most Important Asset.
Learn the Skills to Manage It.
Planning for Change –
How to Map and Model Your
Enterprise Processes
Presented July 12, 2017
Planning for Change:
How to Map and Model Your
Enterprise Processes
An AIIM Webinar
presented
July 26, 2017

2. Underwritten by:
Mark McGregor
Leading BPM
Analyst & Consultant
Tom Debevoise
Chief Evangelist Business
Process Management
Signavio
Host: Theresa Resek, CIP
Director
AIIM
Today’s Speakers

3. Underwritten by:
Mark McGregor
Author and Performance Coach
Twitter: @markmcgregor
Introducing our Featured Speaker

4. Underwritten by:
Sometimes Improvement is Not Enough
Copyright Mark McGregor 2017

5. Underwritten by:

6. Underwritten by:
Sometimes Improvement is Not Enough
No amount of process
improvement work or
automation is going to
get you from there to
here.
Copyright Mark McGregor 2017

7. Underwritten by:
Sometimes Improvement is Not Enough
No amount of process
improvement work or
automation is going to
get you from there to
here.
Changes Like These Require Transformation Efforts
Copyright Mark McGregor 2017

8. You Can’t Change,
What You Can’t See!

9. Underwritten by:
No Time for Process Mapping?
Enterprise Architecture
Quality Projects (ISO)
ERP Systems
CRM Systems Data Warehousing
Corporate Governance
Copyright Mark McGregor 2017

10. Underwritten by:
No Time for Process Mapping?
Enterprise Architecture
Quality Projects (ISO)
ERP Systems
CRM Systems Data Warehousing
Process !
Corporate Governance
Copyright Mark McGregor 2017

11. Underwritten by:
More Than One Way to Describe Processes
Pictures
• Provide visual
understanding
• Can aid communication
• Are open to interpretation
• Have no real scale
• No common representation
Copyright Mark McGregor 2017

12. Underwritten by:
More Than One Way to Describe Processes
Pictures
• Provide visual
understanding
• Can aid communication
• Are open to interpretation
• Have no real scale
• No common representation
Maps
• Provide clear scale
• Uses a common
representation
• Not open to interpretation
• Easier to understand and
make decisions based upon
• Still about 2d thinking
Copyright Mark McGregor 2017

13. Underwritten by:
More Than One Way to Describe Processes
Pictures
• Provide visual
understanding
• Can aid communication
• Are open to interpretation
• Have no real scale
• No common representation
Maps
• Provide clear scale
• Uses a common
representation
• Not open to interpretation
• Easier to understand and
make decisions based upon
• Still about 2d thinking
Models
• Links multiple maps seamlessly
• Links multiple types of
information
• Source of answers
• Enables testing and evaluation
of ideas
• Aids thinking across multiple
dimensions
Copyright Mark McGregor 2017

14. Underwritten by:
Don’t Confuse Modeling with Visual Programming
Copyright Mark McGregor 2017

15. Underwritten by:
The Activities May Not All Be Executed on the
Same System!
Copyright Mark McGregor 2017

16. Underwritten by:
Some of Those Activities May Be Manual in Nature
or Systems May Cross Workflows
Copyright Mark McGregor 2017

17. Underwritten by:
Even if Done Right, We are Still Focused on Actual
Work and Workflow
(Building or Creating Physical Models)
Copyright Mark McGregor 2017

18. Underwritten by:
Getting Out From the “Weeds” Means Elevating
Thinking to the Process Level
(Building or Creating Logical Models)
Copyright Mark McGregor 2017

19. Underwritten by:
Elevate For Planning and Communication
(Building or Creating Conceptual Models)
Copyright Mark McGregor 2017

20. Underwritten by:
Use Enterprise Models to See the Whole Picture
Copyright Mark McGregor 2017

21. Underwritten by:
Models
 Provide Insight and Clarity
 Ensure Everyone is on the Same Page
 Facilitate Impact Analysis, Improving Change Efforts
 Prevent Wasted Efforts and Repeated Changes
 Enable Waste Elimination Before Automation
It is quicker and cheaper to fix a
model than to rewrite an
underlying system that
implements a model (whether you
expressly created it or not!)
Copyright Mark McGregor 2017

22. Underwritten by:
Models Are Great, BUT Collaboration is the Key to
Your Success

23. Underwritten by:
le Source of Truth
ERP / CRM
Team
Risk & Compliance
Team
Six Sigma
Team
BPM TeamITIL Team Continuous
Improvement
Team
Supply Chain
Team
ISO 9000 & Quality
Team
How many tools and versions of the truth do you
pay for and maintain?
Collaboration Begins With Us!
Copyright Mark McGregor 2017

24. Underwritten by:
Involving and Empowering the Workforce
 The create and use of a single of source of
process related truth.
 Goals and objectives, unified, visible, and
shared.
 Enable each group to access accurate
information in appropriate ways.
 Easier sharing of best practice.
 Reduced costs for continuous
improvement, risk, and quality.
 Faster integration of acquisitions (people,
process, and systems).
Change is easier with
everyone on board, and
collaborative modeling
facilitates that more easily.
Copyright Mark McGregor 2017

25. Underwritten by:
Twitter: @markmcgregor LinkedIn www.linkedin.com/in/markmcgregor
Email: mark@markmcgregor.com
Thank You!
Finally, with grateful thanks
to Signavio, my latest book,
is now available to all of you
free of charge.
Simply visit
www.signavio.com/ebook
and request your copy.

26. Underwritten by:
Tom Debevoise
Chief Evangelist
Business Process Management
Signavio
Introducing our Speaker

27. Enterprise Process Modeling
Tom.debevoise@signavio.com www.signavio.com+1-540-817-4304
Pursuing a dramatically new and
different way
of delivering value to customers.
― Decisions,Processes,
Workflows & Intelligence

28. How Do Organizations Use Enterprise Process Modeling?
Optimize or Transform
Business Processes
Implement Regulatory
Requirements
Provide IT Automation
Support for Business
Processes
Document Processes
and Share Knowledge

29. “For companies that don’t want merely to succeed in
their industries but to lead them, continual business
transformation is a must.”
― Chandni Vyas, Forbes

30. Success Stories

31. Major US
Financial
Institution

32. Objective: Use Signavio Decision Modeler for all Compliance
Logic and Complex Process Controls
Overview:
 Created a Decision Model Center of Excellence
 Over 400 Large Decision Models in Signavio
 Decision Models Support Both operational modes
 Compliance Areas (Signavio Involvement):
 Dodd-Frank (part 43 and others)
 REG-W compliance for Derivatives
 Other CFTC Regulations (17 CFR Parts 1, 23, and 40)
 Operations
 Pricing
 Customer Support & Many others
Tier 1 Bank Compliance and Decision Model

33. Regulatory
Compliance
 Rapid growth of new
regulations
 Increasing complexity
 Ever-changing
interpretations
 Very costly to implement
Model for Success
 Thousands of regulations
modeled
 Rules visibility across
organization
 Business community in
control
 Change Cycle:
6-18 months to days/weeks
 Dramatic cost savings
($$MM)
Global Financial Services

34. PG&E: Major
Gas and Electric
Utility

35. Objective: Use Signavio Process Modeler to Standardize
Maintenance Procedures
Overview:
 New SAP Maintenance system with hand-helds
 Training ineffective for deploying new maintenance
processes, difficult to schedule, and inefficient for
learning
 Maintenance Processes are inefficient no system of
continuous improvements
 Operations improve processes, eliminate
redundancies, and consolidate work
PG&E: Process Modeling for Organizational Change

36. Solution: Create Process Modeling, collaborate and
publish in Signavio HUB
Overview:
 Home for process information, from process steps to
supporting documentation
 Hub publishes Job Aids, UPK training aids, and Work
Standards
 Permits Searchable roles and/or tasks, information and
provide Real-time feedback
 Future state process provides information in a way that
is easily referenced and updated, long after the project
team has disbanded
PG&E: Process Modeling for Organizational Change

37. TAB Bank:
Specialty
Banking

38. Objective: Use Signavio Decision Modeler to create process models
for future state improvements
Overview:
 Process models visibility makes it easier to focus on change
efforts. Often, managers are assigned the task end product,
the process models provide context.
 Process owners and functional managers collaborate on
process model. Using Signavio as a tool was especially useful
because they were able to map it in real time during the
discussion.
 Three specific areas where users can transform their process
maps into process management understanding the cost impact
of change, closing the gap between business users and IT, and
leveraging process efforts to reduce training workloads.
TAB Bank Process Model for Process Improvements

39. Objective: Use Signavio Decision Modeler to create process
models for future state improvements
Overview:
 All the process models are authored using Signavio and
accessible in Signavio Collaboration Hub.
 A single source of truth in regards to the training material.
 Training materials directly from process maps.
 Users can drill down on sub processes, and link to value
chains and pool lanes that correspond to job titles.
 Process Modeling created a wealth of information accessible
through the training materials.
TAB Bank Process Model for Process Improvements

40. Thank You!
http://www.signavio.com
tom.debevoise@signavio.com
+1 978-320-5040
www.signavio.com
Register for our free 30-day trial at Signavio.com
Link to Signavio resource page:
https://www.signavio.com/resources/

42. Underwritten by:
#AIIMInformation Is Your Most Important Asset.
Learn the Skills to Manage It.Information is your most important asset.
Learn the skills to manage it.