- Identifies, documents, and monitors key business processes needed to achieve successful business results
- Maps and documents processes
- Develops framework for process improvement
| Proficiency Levels – What it looks like | ||||
|---|---|---|---|---|
| Being Developed (BD) |
Basic (B) |
Intermediate (I) |
Advanced (A) |
Expert (E) |
| Identifies and documents processes within area of responsibility | Defines routine, integrated processes | Maps full business processes and designs operational process flow | Describes and documents critical cross-functional business process flows | Analyzes enterprise processes for major enhancements to customer satisfaction and cost reduction |
| Seeks guidance on aspects of process that are out of immediate scope | Documents processes using basic formal process charting techniques | Facilitates group input and drafts proposals for process improvements | Applies business process reengineering techniques and methods in analyzing process flow and accountability charts | Identifies metrics for strategic business process improvement |
| Drafts procedures that comply with the process | Applies process definitions and flows to work performed | Identifies resource implications | Recommends and advocates substantive process enhancements and assesses both internal and external implications | Applies Business Process Reengineering (BPR) techniques to complex processes that cross the enterprise |
| Identifies process bottlenecks and contributes suggestions for process improvement | Implements process improvement recommendations within the context of overall business processes | Presents the core technical and strategic concepts of process improvement | ||
| Identifies and facilitates sensitive responses to environmental, financial and organizational concerns and issues | ||||
| Approves and sponsors process improvement recommendation | ||||
| Identifies the value of process improvements and solicits the support of senior business leaders | ||||
What it Doesn’t Look Like
- Ignoring bottlenecks or constraints in a process
- Engaging in little dialogue with business process owners
- Expecting business process owners to understand IT terminology
- Neglecting to identify and understand how business processes link people and systems in and across the organization.
- Ignoring conflicting requirements for performing key functions
- Working independently of end users after the business process is agreed upon and requirements are understood
Questions to Consider
- What could I do differently to enhance the clarity of process and procedure documents I am creating?
- How can this process be improved? (i.e. leaner, more efficient, repeatable)
- What additional information do I require before proceeding?
- How completely am I visualizing the critical information chain that connects the series of business activities with data entities and relationships?
- How are we keeping communication open and engaging with our end users?
- How am I staying a breast of changes in Business Process Management (BPM)?
Learning and Development Activities
Choose one or two activities that support your preferred learning style, or styles
| Select activities by learning style |  |
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 |
 |
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| Doing | Listening | Observing | Training | Reading |
(By clicking on the symbol, those activities relating to the learning style will appear)
| Doing |
Suggestions for activities you can do on the job
Self
- Convert a process document into a process flow chart.
- Review two pervious process reengineering projects. Determine what went smoothly and where opportunities for improvement existed. What learning can be applied to the next project?
With Peers
- Work with others to develop a business process map and/or operational process flow. Build off each others ideas.
With your Manager/Team Lead
- Discuss a complex cross functional business process that is requiring improvement. Review your plan for facilitating sessions with representative Subject Matter Experts (SMEs). Ask for recommendations for improvement to enhance your plan.
| Listening and Observing |
Here are some ideas that can be pursued on the job, with some coordination. Use these reflective questions to gain more from your learning experience:
-
- What are three key things I have learned from this experience?
- What will I do differently in my work as a result of this experience?
- Test a process or procedure document by asking a peer to follow it precisely to complete a task. Observe any hesitation or confusion they may experience or questions they may have.
- Think of someone who is effective at facilitating group meetings. Ask to be an observer at a meeting they are facilitating. Take note of techniques they use to move the group along and achieve the desired outcomes. Meet with them after to share your observations and ask what else they do while facilitating to bring results.
| Training Programs |
UBC Training Programs offered through Continuing Studies: http://www.tech.ubc.ca/
For UBCO course offerings, please visit the Events page. http://web.ubc.ca/okanagan/facultystaff/events.html
Consider working with a coach following training, to aid in anchoring your learning: http://www.hr.ubc.ca/coaching/
| Reading |
Choose to read one or two of the books listed below. Consider the reflective questions to enhance your learning:
- What are the key points the author is making?
- What are three key things I have learned from this reading?
- What will I do differently in my work as a result of gaining this knowledge?
Staff
- The Art of Business Process Modeling: The Business Analyst’s Guide to Process Modeling with UML & BPMN; (2010), M. Schedlbauer; Create Space. This book describes the PROMAP methodology for articulating and modeling business processes. Information systems construction requires an understanding of the organization’s procedures, operations, and processes. Articulating, modeling, and managing business processes and workflows are pre-conditions to successful automation.
- Business Process Management with a Business Rules Approach; (2005), T. Debovoise; Business Knowledge Architects. Using a straightforward, entertaining case, the author illustrates how to save thousands of dollars in development time and labor costs; streamline and supercharge your I.T. capabilities; prevent wasteful purchases of redundant, nonproductive information technology; free valuable time that you can spend taking care of customers and growing your business.
- Workflow Modeling: Tools for Process Improvement and Application Development, 2nd Edition; (2008), A. Sharp & P. McDermott; Artech House Publishers. Provides proven techniques for identifying, modeling, and redesigning business processes, and explaining how to implement workflow improvement. helps professionals define requirements for systems development or systems acquisition. By showing how to build visual models for illustrating workflow, the book helps practitioners assess their current business processes and see where process improvement and systems development can take place
Managers/Team Leads
- Business Process Management, Second Edition: Practical Guidelines to Successful Implementations; (2008), J.Jeston & J. Nelis; Butterworth-Heinemann. Easy-to-use, easy-to-read guide that provides a practical framework, complete with a set of tools and techniques, to successfully implement Business Process Management projects. In addition, it features vital organizational perspectives that not only provide an overall view of BPM and the move towards a process-centric organization, but also reveal how to embed BPM within an organization to ensure a continuous business process improvement culture.
- Process Mapping, Process Improvement and Process Management; (2005), D. Madison; Paton Press. Well-written survey of process redesign that will help you transform your organization into a world-class competitor. Author Dan Madison explains the evolution of work management styles, from traditional to process-focused, and introduces the tools of process mapping, the roles and responsibilities of everyone in the organization, and a logical ten-step redesign methodology.
Additional Questions
Please contact your Human Resources Representative with any additional questions.