Processes provide a very specific outcome—so don't overcomplicate things. Learn how to determine where a process should begin and end. Plus, learn how to think about what should and should not be included.
- At this point, you're probably thinking,…I thought I was just trying to improve a business process.…How am I supposed to accommodate every stakeholder…and every one of their goals?…There's no way I can do all of this…on time and within my budget.…You're probably right.…Look, the stakeholder analysis is vital to success.…But it can get overwhelming very quickly.…This is what we call scope creep or scope inflation.…What you need to do is take the result of…your comprehensive stakeholder analysis…and start to establish a hierarchy of priorities.…
What are the most important things to consider?…Which of these goals can we actually accomplish?…And what we afford on our budget?…Sometimes, you can even create…a two-stage process improvement project.…In this iteration of improvement,…we'll fix five essential things.…Hopefully, that's enough to give our process stability,…and then perhaps in six months,…we can launch a second phase of improvement…to address the next set of important issues.…
This allows us to improve the process rather quickly,…
- Recognize examples of assumptions in bad business processes.
- Recall which mindset leads companies to keeping business processes that worked previously but will not work in the future.
- Identify two key characteristics of a new business process.
- Determine if a block in a block diagram is out of place.
- Explain the advantage of using a flowchart when introducing an improved process to stakeholders.
- Summarize the importance of gap analysis.
- List the order in which you should present information when showing your new business process to stakeholders.
- Name two items you must provide to a client when a plan is ready to be approved.