How Process Analysts Succeed on Massive Digital Transformation Projects
Big programs have a way of swallowing people. There’s a program board, five or six workstreams, a systems integrator, two vendors, a change team, and somewhere in the middle of it all sits you. Your job, on paper, is to map the current state and help design the future one. In practice, your job is […]
Leading a Team of Process Analysts Through Customer Journey Work
There’s always someone arguing the customer journey map can be built in a workshop. Get the right people in a room for a day, sketch the stages, agree the pain points, done. It produces something. It just produces the version the organisation already believes about itself, which is the one thing a journey map shouldn’t […]
Four People Described the Same Process, All Four Were Right
Ask 4 people to describe a process they work on daily. You’ll get 4 different answers. The instinct is to treat that as a problem, something to resolve quickly so you can get on with the map. It isn’t a problem. It’s the most valuable thing you’ll find on the whole engagement. Those differences are […]
Anyone Can Learn BPMN 2.0, Not Everyone Can Lead the Team Using It
You can teach BPMN 2.0 to a competent graduate in a fortnight. Tasks, gateways, events, pools, lanes. Give them 3 months on a real program, they’ll be modelling processes as well as anyone. The notation was never the scarce skill. What’s scarce is someone who can take a group of analysts with that same notation, […]
Running BPMN 2.0 Workshops That Actually Produce a Map
Process mapping workshops have a reputation for being long, tiring, then producing something nobody uses. Usually that’s not a notation problem. BPMN 2.0 is well designed, widely understood, precise enough for developers while still readable by the business. The problem is what happens in the room. Someone puts a blank wall in front of 12 […]
Digital Transformation Projects Run on People, Not Plans
I’ve worked on programs with excellent methodology that went badly. I’ve worked on messy ones that landed well. The difference was never the framework. It was who was in the room, how they got on, whether anyone was willing to say the difficult thing out loud. That’s not a soft observation. On a program with […]
đ From Current to Future Process Mapping â Finding Gaps, Driving Efficiency & Spotting Automation
A smart business analyst knows that mapping the current stateâhow work is done todayâis only half the story. The real value comes from comparing that to a future stateâhow work should be doneâto identify flaws, inefficiencies, and automation opportunities. This post walks through both steps in detail, showing you how to make meaningful change. đ […]
đSIPOC for Business Analysts Who Want a Clear Starting Point
If youâve ever tried mapping a messy process and didnât know where to start, SIPOC is your friend. Itâs simple. Itâs quick. And it helps you get your head around the whole thing before diving into the details. đ So, whatâs SIPOC? SIPOC stands for: Itâs basically a high-level view of any process. From start […]
𧩠Why Good Business Process Mapping Starts with Better Stakeholder Engagement
Business process mapping isnât just about boxes, arrows or fancy diagrams. Itâs about people. And if youâre not involving the right people in the right way, your process maps wonât reflect the real work being done. That means your improvements wonât stick, your systems wonât land properly, and your teams wonât trust whatâs being changed. […]