Challenge & Selection

I work as consultant in financial services sector and Visualization is a great tool that I use all the time  to achieve a shared understanding of a problem space among a diverse group of stakeholders before  attempting to identify and define possible solutions to the problem or TO-BE diagram. I use this  approach often with our customers who are banks and insurance companies working to apply  technology innovations to modernize their mission or the delivery of their services to their customer  or maybe comply with regulators, which may be businesses, internal areas or final users.

The challenge in any company portfolio is to improve the workflows (projects, procesess, activities  and task) within the PMO guidelines in order to improve and innovate any business process looking  for increase the profit. For example, I worked with a largest bank in America. The bank was looking  to redefined the process of sales. So, I decided to get the know-how of business using the BPM  model technique.

I have used different business procesess modeling techniques (UML diagram, flowchart, BPMN,  SIPOC, Gantt chart, etc...) using a visualization of a problem domain with a set of questions or  prompts for discussion to allow a diverse group of stakeholders to learn from each other in the  process of defining the scope, boundaries, key elements, and relationships between elements to  consider when identifying pain points and opportunities for improvements or solutions. I prefer to  use a BPM modeling technique.

Business process modelling tools provide business users with the ability to model their business  processes, implement and execute those models, and refine the models based on as-executed data.  As a result, business process modelling tools can provide transparency into business processes, as  well as the centralization of corporate business process models and execution metrics. Modelling  tools may also enable collaborate modelling of complex processes by users working in teams, where  users can share and simulate models collaboratively.

Business Process Model and Notation has become the de-facto standard for business processes  diagrams. It is intended to be used directly by the stakeholders who design, manage and realize  business processes, but at the same time be precise enough to allow BPMN diagrams to be  translated into software process components. BPMN has an easy-to-use flowchart-like notation that  is independent of any particular implementation environment. The latest version of notation can be  found: https://www.lopez.com/category/tagprivacy.php

Application

I start the process by creating a diagram of the problem domain. To develop AS-IS diagram, I draw  from any existing material available to understand the environment. The existing material may be  operational or procedural documents, training materials, marketing materials, OPA´s or other  reports. If materials are not available, then I request a short meeting to conduct informal interviews  with one-three of the stakeholders who serve as my main points of contact on a high level initiative.  During these meetings is important to explain to stakeholders the main shapes / figures that will be  contained each diagram (process, sub-process, conditionals, connectors, etc…).

From previous research the approach helps to reinforce the notion that every service – even an  internal service – has customers with whom the service provider interacts and internal processes  that enable the organization to provide the service.  I start to identify Partners, KPI´s, rols,  Approvers, Value Chain Providers, Inputs, Outputs, Organizations, legacy systems and other entities  that may add constraints to how the organization operates according to the BPM Notation. The  business modeling is simple, using simple shapes and icons available in Visio or any tool that  supports BPM Notation (Oracle, Bizagi, WBM, etc…).

If this approach view doesn’t work, then I try to explain with a short process example the type of  visual, either based on a high-level process flow with swim lanes for different stakeholders,  flowchart or another format. The previous steps will help to get a first draft and the stakeholders  involved have the same understanding.

During  Requirements Gathering phase in the first review, I often divide the stakeholders into groups  of 3-6 participants each representing a different organization, area of interest or the SME according  to the detail required. Each group receives a copy or email of the business model that they can write  on directly, use sticky notes or send an email to make comments. In this activity it is suggested to  give them two-three  questions predefined to answer, such as:

1) What key performance indcators are missing from the graphic?

2) What would you change about the model to make it more accurately reflect your problem space?

3) What key insights do you have about the relationships between the entities in your problem  space?

Between 20-30 minutes approximately to discuss the questions and mark up the model. Then I have  each group report out on their answers to those three questions while pointing to the mark-ups on  their diagram. As each group reports out, I record commonalities in the insights of each group, and  then additional insights that come from the group discussion on an additional copy of the business  model. After this approach, I integrate each group’s comments as an artifact, create a view that  combines the shared and new insights from the group discussion, and then create a revised business  model that incorporates their feedback and proposed changes that they agreed to as a group.

Insight & Approach

I have learned from conducting this exercise with several groups and companies is that while the  business model – especially the revised model that incorporates their feedback – is important for  reinforcing their understanding of the problem they are working to solve, the more valuable aspect  of the activity is the shared insights and shared learning that occurs while they are working to define  their problem space and have the same understanding. The technique gives the diverse group of  stakeholders a focal point for discussion that allows them to share their perspectives and develop  insights into potential root causes of their problems. While they could create the model from a blank  slate in a collaborative manner, starting with a straw man jump starts the conversation for them.  They can quickly identify where they are in the business model – or if they are missing – and can  more quickly gain new insights about relationships between key entities instead oftaking time to

identify them. They can also identify variables, metrics and KPI´s in the problem space – that is, it  helps them to identify what they don’t know, in what areas they need to obtain information or data  to provide the values for the variables.

I use visualization tool most of the time as a part of company´s methodology , more often where  the projects require an improvements or innovations on theirs procesess, products o services.

A valuable aspect is the shared insights and learning. The revised model that incorporates their  combined feedback serve as a reference tool throughout the remainder of their work.

An other valuable aspect ocurss when it finished the requirements gathering phase, because it is  easy to reuse these models to run simulations and even start to code

I keep using this tool due to the flexibility, dynamism and effectiviness to make changes in business  models.


Challenge & Selection I work as consultant in financial services sector and Visualization is a great tool that I use all the time to achieve a shared understanding of a problem space among a diverse group of stakeholders before attempting to identify and define possible solutions to the problem or TO - BE diagram . I use this approach often with our customers who are banks and insurance companies working to apply technology innovations to modernize their mission or the delivery of their services to their customer or maybe comply with regulators , which may be businesses , internal areas or final users . The challenge in any company portfolio is to improve the workflows ( projects , procesess , activities and task ) within the PMO guidelines in order to improve and innovate any business process looking for increase the profit . For example , I worked with a largest bank in America . The bank was looking to redefined the process of sales . So , I decided to get the know - how of business using the BPM model technique . I have used different business procesess modeling techniques ( UML diagram , flowchart , BPMN , SIPOC , Gantt chart , etc ... ) using a visualization of a problem domain with a set of questions or prompts for discussion to allow a diverse group of stakeholders to learn from each other in the process of defining the scope , boundaries , key elements , and relationships between elements to consider when identifying pain points and opportunities for improvements or solutions . I prefer to use a BPM modeling technique . Business process modelling tools provide business users with the ability to model their business processes , implement and execute those models , and refine the models based on as - executed data . As a result , business process modelling tools can provide transparency into business processes , as well as the centralization of corporate business process models and execution metrics . Modelling tools may also enable collaborate modelling of complex processes by users working in teams , where users can share and simulate models collaboratively . Business Process Model and Notation has become the de - facto standard for business processes diagrams . It is intended to be used directly by the stakeholders who design , manage and realize business processes , but at the same time be precise enough to allow BPMN diagrams to be translated into software process components . BPMN has an easy - to - use flowchart - like notation that is independent of any particular implementation environment . The latest version of notation can be found : https://www.lopez.com/category/tagprivacy.php Application I start the process by creating a diagram of the problem domain . To develop AS - IS diagram , I draw from any existing material available to understand the environment . The existing material may be operational or procedural documents , training materials , marketing materials , OPA´s or other reports . If materials are not available , then I request a short meeting to conduct informal interviews with one - three of the stakeholders who serve as my main points of contact on a high level initiative . During these meetings is important to explain to stakeholders the main shapes / figures that will be contained each diagram ( process , sub - process , conditionals , connectors , etc … ) . From previous research the approach helps to reinforce the notion that every service – even an internal service – has customers with whom the service provider interacts and internal processes that enable the organization to provide the service . I start to identify Partners , KPI´s , rols , Approvers , Value Chain Providers , Inputs , Outputs , Organizations , legacy systems and other entities that may add constraints to how the organization operates according to the BPM Notation . The business modeling is simple , using simple shapes and icons available in Visio or any tool that supports BPM Notation ( Oracle , Bizagi , WBM , etc … ) . If this approach view does n’t work , then I try to explain with a short process example the type of visual , either based on a high - level process flow with swim lanes for different stakeholders , flowchart or another format . The previous steps will help to get a first draft and the stakeholders involved have the same understanding . During Requirements Gathering phase in the first review , I often divide the stakeholders into groups of 3 - 6 participants each representing a different organization , area of interest or the SME according to the detail required . Each group receives a copy or email of the business model that they can write on directly , use sticky notes or send an email to make comments . In this activity it is suggested to give them two - three questions predefined to answer , such as : 1 ) What key performance indcators are missing from the graphic ? 2 ) What would you change about the model to make it more accurately reflect your problem space ? 3 ) What key insights do you have about the relationships between the entities in your problem space ? Between 20 - 30 minutes approximately to discuss the questions and mark up the model . Then I have each group report out on their answers to those three questions while pointing to the mark - ups on their diagram . As each group reports out , I record commonalities in the insights of each group , and then additional insights that come from the group discussion on an additional copy of the business model . After this approach , I integrate each group ’s comments as an artifact , create a view that combines the shared and new insights from the group discussion , and then create a revised business model that incorporates their feedback and proposed changes that they agreed to as a group . Insight & Approach I have learned from conducting this exercise with several groups and companies is that while the business model – especially the revised model that incorporates their feedback – is important for reinforcing their understanding of the problem they are working to solve , the more valuable aspect of the activity is the shared insights and shared learning that occurs while they are working to define their problem space and have the same understanding . The technique gives the diverse group of stakeholders a focal point for discussion that allows them to share their perspectives and develop insights into potential root causes of their problems . While they could create the model from a blank slate in a collaborative manner , starting with a straw man jump starts the conversation for them . They can quickly identify where they are in the business model – or if they are missing – and can more quickly gain new insights about relationships between key entities instead oftaking time to identify them . They can also identify variables , metrics and KPI´s in the problem space – that is , it helps them to identify what they do n’t know , in what areas they need to obtain information or data to provide the values for the variables . I use visualization tool most of the time as a part of company´s methodology , more often where the projects require an improvements or innovations on theirs procesess , products o services . A valuable aspect is the shared insights and learning . The revised model that incorporates their combined feedback serve as a reference tool throughout the remainder of their work . An other valuable aspect ocurss when it finished the requirements gathering phase , because it is easy to reuse these models to run simulations and even start to code I keep using this tool due to the flexibility , dynamism and effectiviness to make changes in business models .