Hi everyone
I'd agree with Rohit. During my years as a process analyst I've tried
various methods for identifying and capturing cross-functional processes and
I find that by far the most efficient method is through using workshops.
Everyone gets to hear first hand what each team's/organisation's drivers are
and agreement is reached with fewer iterations.
Regards
Paulette Butler
Amos Butler Ltd
Tel: 07960 588 834
www.amosbutler.com
-----Original Message-----
From: [log in to unmask]
[mailto:[log in to unmask]]On Behalf Of
Rohit Talwar
Sent: 26 October 2002 16:10
To: [log in to unmask]
Subject: Re: BPR Project Effort and Time estimation
Hi Anand
A lot depends on whether your project involves systems change as this
will drive the timescales up significantly. We also find that a lot
depends on the approach you take.
We are big fans of workshops where you have participants from various
processes come in and map the processes during the workshop. We've
managed to map, analyse and redesign all the logistics and finance
processes across 6 subsidiaries of a consumer electronics company during
a 2 day session. The power of doing it this way is that you get a lot of
learning across teams and you have them identify what they consider to
be best practice. They also have the opportunity to talk with those
involved in the best practice processes to understand how they achieve
their outcomes. People came in very sceptical - worried that we wouldn't
capture all of the relevant details about the current processes - to
test this out we asked them to validate the process maps produced after
the workshops. None of the teams came back with any significant changes.
When doing it the more conventional way - using interviews, input /
output tracking and existing documentation we find it can take between 1
and 10 days per process for mapping, analysis and redesign - depending
on the level of detail required, process complexity, no. of interfaces,
no. of participants, no. of underlying systems and the range of outputs
generated.
This doesn't include the time it takes to get approval to implement the
redesigned processes - typically, we've found that the more involved
those doing the approval have been in the redesign process to date, the
more rapidly the decision making progresses. The slowest to reach
agreement are those who set the BPR effort up, set some aspirational
goals around speed, cost, quality etc. and then stand back - only to be
shocked (and frightened) by how innovative their teams have been!
Equally difficult can be those projects where management have been too
prescriptive about the final solution - allowing little flexibility to
the teams involved.
All this really highlights something I think we all know - the better
the up-front preparation and buy-in of the key stakeholders, the faster
the initiative can progress.
Hope this helps
Rohit Talwar
CEO
Fast Future Ventures Ltd
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m +44 (0)7973 405 145
t +44 (0)20 7435 3570
f +44 (0)20 7794 3568
www.fastfuture.com
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