The first step in improving company processes is frequent process mapping. It is an essential task that establishes a starting point for measuring changes and is crucial for locating and recognizing improvement opportunities. Mapping Sessions As a result, it’s critical that facilitators gather accurate data to support the proper direction of process improvement projects.
Facilitators must be capable of managing people (resolving conflicts and distractions), leading (guiding the direction of meetings), and convincing participants to open up and share their knowledge for mapping sessions to be successful.
This can be difficult when handling sizable groups and intricate procedures. The following suggestions will help to guarantee that your process mapping session is a success. Check out the business analysis course to learn more.
1.Be Aware Of ‘Scope Creep’
Side chats or off-topic discussions can cause scope creep, which detracts from the meeting’s initial objectives. It may also result in the collection of pointless information. It is simple for a gathering to veer off the subject. There are further obstacles to overcome when doing process mapping workshops.
The purpose of mapping sessions is to record task performance by bringing together SMEs and other groups. But these meetings also frequently function as educational opportunities, providing previously unknown information about a process and its difficulties. This might lead to lengthy debates about difficulties because each member may have a different level of awareness about the process. These talks can lead the meeting off-subject even though they might be instructive and occasionally necessary.
Let’s take an example where Group B is using a tool that Group A could use, and Group A is calculating input for a step using a manual approach. The manual procedure might not be necessary with this gadget. Naturally, this piques group A’s curiosity and turns the conversation away from the meeting’s main goal and toward the tool. When process flaws are exposed, these kinds of tangential or off-topic discussions frequently occur. These conversations need to have a time limit, and the facilitator needs to be able to distinguish between pertinent and irrelevant conversations to protect the goals of the meeting. Recall that the goal of process mapping sessions is to discover and record new problems rather than to solve existing ones.
Another way that mapping sessions might veer off course is when participants feel pressured to record processes as they “should be” rather than as they are right now. After teams have solved challenges, mapping sessions usually end with the design of the “To Be” or “Future State” process. This is done to discover potential for improvement in the “As Is” or “Current State” process. It is encouraging when attendees at meetings identify improved methods of doing things, but it is unhelpful to prematurely document the “Future State” before setting a baseline for the improvement endeavour. The facilitator’s responsibility is to recognize this shift and reorient the group.
2.Capture The Right Amount Of Information
The ability to judge the appropriate amount of material to record is a prerequisite for facilitators. Either extreme can be a waste of time and fail to fulfil the project’s primary goal: gathering too little or too much information.
Most mapping initiatives begin at Level 0, or the steps listed in a SIPOC, according to process mapping guidelines. The roles, inputs, outputs, and high-level steps of a process are identified using SIPOCs (Supplier, Input, Process, Outputs, Customers).
Starting with a high-level map (Level 0) is the best way to determine which topics require further development. In accordance with this, further layers can be mapped (see Figure 1). The following is a description of the different levels:
Level 0: a process’s high-level fundamental steps, described in no more than six steps.
Level 1: delves deeper into the fundamental elements and outlines the subsequent steps in a process.
Level 2 explains a process’s in-depth specifics.
Although you might have to dive deeper to find process bottlenecks and inefficiencies, it’s crucial to consult SMEs regarding the applicability of the data being collected and to routinely assess project objectives in relation to your process mapping activities in order to make sure that you are steering the meetings in the right direction.
3.Make Sure The Right People Are In The Room And/Or Available For Participation
Nothing is more frustrating than having a productive mapping session come to an abrupt halt because nobody in the room is certain of what comes next! You just do not have all the right folks in the room if this happens. Your suppliers, consumers, and other representative organisations that have to be present at the meeting are disclosed by the SIPOC. But occasionally, the proper people aren’t selected to take part. When actual processors should be present or reachable during meetings, supervisors and/or process owners are selected to represent the departments instead. Although sponsors frequently find it difficult to divert important resources from key projects, it is well worth the effort to persuade them to give the right representation so that data may be accurately mapped out during the mapping session.
4.Proactively Address Conflict
Regular meeting attendees, such as business professionals, are well aware of how disruptive attendance can make meetings less effective. Conflict that arises inside departments, organisations, or between people may find its way into your process mapping session and hinder or prohibit you from documenting important aspects of a process.
It’s critical to identify any issues before a mapping session and take proactive measures to address them. How can you get ready before the meeting for these kinds of challenges? Prior to the meeting, undertake a basic or modified risk assessment or change readiness assessment and use tools based on change management concepts. It will be easier for you to plan a response and control behaviour at meetings if you are aware of the difficulties that groups encounter inside their processes and/or between groups.
These are five key points to be aware of before a meeting. Pose the following queries to each process owner and/or sponsor:
- Do you endorse this endeavour?
- What concerns, if any, do you have regarding this endeavour?
- Do your SMEs have the time and resources available to contribute to this project?
- Do SMEs have an incentive to take part in the mapping exercises?
- Are you in a strong position with other organisations, which will help your team collaborate effectively throughout the mapping sessions?
It is best to resolve conflicts in an honest and open manner. Consider the sponsors first. Restate the overarching project goals, be fervently impartial throughout the process, and reiterate the aim. Choosing a side will make the other sides shut down, which will cause you to lose involvement right away and impede accurate data collection. Facilitators will be able to accomplish the objectives of the mapping session by being open and honest about the process and showing courage when facing difficulties.
5. Focus on Collaboration and Knowledge Sharing
Another important factor to ensure a successful mapping session is creating an environment of collaboration and knowledge sharing. In any mapping session, participants come from various backgrounds, bringing different insights and experiences. Facilitators should actively encourage open discussions and ensure that everyone’s voice is heard.
Creating a Collaborative Environment
Creating a collaborative atmosphere will help uncover more detailed insights and provide a broader perspective on the processes being mapped. Encouraging participants to share their experiences, challenges, and best practices not only fosters engagement but also creates a sense of ownership over the process improvement initiatives. This will ultimately lead to better-quality data and more accurate process maps.
Facilitators can promote knowledge sharing by:
- Asking participants to share examples of past successes or challenges related to the process.
- Encouraging brainstorming sessions for process improvements.
- Using collaborative tools like digital whiteboards or real-time mapping software to allow everyone to contribute to the discussion.
The more participants feel like they’re contributing to the discussion, the more invested they will be in ensuring the success of the mapping session and the accuracy of the mapped processes.
6. Ensure Clear Documentation and Action Items
While a mapping session may be focused on gathering information, it’s equally important to ensure that the session is documented clearly and that there are concrete action items for follow-up. After the mapping session, a well-documented map should be created that captures the “As Is” and “To Be” process states along with any identified issues, bottlenecks, or opportunities for improvement.
Documenting the Process
Facilitators should take thorough notes during the session and ensure that all key discussions and insights are captured accurately. It’s also crucial to document decisions made during the meeting, especially those regarding changes to the process or areas where further investigation is needed.
Once the session concludes, facilitators should distribute the final process maps and action items to all participants and stakeholders. This documentation will serve as a reference for future discussions and a basis for tracking progress over time. It’s important to schedule follow-up sessions to review any updates, address new challenges, and ensure that the improvements are being implemented.
7. Build a Culture of Continuous Improvement
The success of mapping sessions doesn’t end with the creation of the process maps. Facilitators should emphasize the importance of continuous improvement and encourage participants to view the session as just one step in an ongoing journey toward process excellence.
Encouraging Ongoing Evaluation
After each mapping session, the process maps should be revisited regularly to monitor progress, identify new issues, and adjust the processes as necessary. By fostering a culture of continuous improvement, organizations can ensure that their processes evolve in line with changes in technology, market conditions, and business goals.
Facilitators should encourage participants to embrace change and continuously assess the efficiency of the processes. A culture of ongoing evaluation will lead to more dynamic, adaptable processes that can better meet the needs of the organization over time.
Conclusion
In conclusion, successful mapping sessions require careful planning, clear objectives, and skilled facilitation. By being aware of scope creep, capturing the right amount of information, involving the right people, addressing conflicts proactively, and promoting collaboration, facilitators can ensure that the mapping sessions lead to valuable insights and improvements. Moreover, continuous improvement and clear documentation are key to ensuring the long-term success of the process improvement efforts.
For anyone looking to sharpen their skills in process mapping and business analysis, taking a BA Training course can provide the knowledge and tools necessary to facilitate these mapping sessions effectively, ensuring that the right processes are in place to drive business success.
