Don't Talk the Process - Walk the Process

There are so many ways to gather information these days that it's easy for us to get lost in the detail. When it comes to looking at and understanding processes we have the same challenge - how to wade through that sea of information and data to find the truth.

The short answer is that you will never understand everything and you shouldn't expect to. It is ridiculous for us as process analysts to walk onto a project and set about trying to learn every piece of information on a subject that has taken years to create and which sits within the heads of numerous subject matter experts. To quote a sage friend of mine, we need to take the approach of "how much do you need to know to know that you know enough".

Whilst workshops can have value, and depth interviews, well, add depth, I am a great fan of walking the process. This involves very simply following the flow of information through the process - walking to each person or department and asking them to take me through their work. Info will always disappear into systems and pop out somewhere else, but we can still follow that too.

What walking the process achieves for me is to build a visual picture of flows in my head. It also helps me to build relationships with the staff involved in the process and to explain what I am trying to achieve. There is something about walking the process that helps the staff to build a sense of trust and to speak openly about the work they perform and the issues they face. Putting the same staff in a workshop environment creates a totally different set of group dynamics where staff may not be so open with their thoughts.

So as a starting point do not underestimate the power of walking the process. It's an ideal first step.

Comments

[Chris Geier]

I think this is a really good concept. I can definately see the value. how do you position this work with the others invoved. Do you ever get any resistance? Do you take notes?

[The Process Ninja]

Yes I most definitely take notes! Much of what I discuss will form the basis of the documented process. Ideally I take along a laptop and use mind mapping software to build a skeleton of the process. If I don't have access to a laptop I simply take notes on paper drawing out the process with lots of arrows down the page much like a decision tree. There is usually very little resistance as people "in the trenches" actually like to have the opportunity for someone to listen to them and make their lives easier. The only barrier is sometimes that those people can be very busy - but if you tread softly softly and show them respect and give them a bit of fuzzy PR about process I usually find they will make time for you.

[The Process Ninja]

Oh and also, I think as long as the finished work is documented in the same manner multiple people can work on other cross functional processes.

[Tracey Bowman]

Amen to this concept. I can tell you all that this activity REALLY WORKS!

Its the only way to really validate a process, and all those "in the trenches"love the fact that you have indeed made a committment to really know what they do, why & how. It build relationships, demystifies to them why you are asking all those silly questions & hence you get the real story, not the story they think you want to hear :)

It also is a "smack on the upside of the head" to the other cross functional teams, when they finally get why one area is so finnicky about getting their input in a certain way, or by a certain time!