By Katrin Freeh on October 22 2018 17:23:44
Once the team recognizes the problem areas, they can easily adjust the map to a future state version that can dramatically affect performance and turnaround time of the purchase order process.
I guess what I`m driving at is that despite all of this peripheral activity, and to refute my Business Analyst friend, the principal thrust of the engineer or architect is to produce and maintain a reliable set of drawings. It all comes down to boxes and lines. Interestingly, today`s analysts and programmers think drawings are "old-hat" or passé. I don`t care whether you draw it with pencil and paper or by computer, documentation is an inherent part of the design process. Failure to recognize this is to deny reality.
This is where simple process mapping can be used as an effective tool. Developing sample flowcharts that focus on specific areas or duties can help each subject matter expert define their areas of knowledge and communicate to others in the room. Linking each area together with inter-dependencies and business rules is where the real power of this technique comes in.
This is not easily done, especially in a large room with multiple experts who know only a small portion of the entire process. Each contributor who works within the team can identify their specific areas they deal with on a daily basis, but do not necessarily understand or know the linkages and dependencies that exist outside of their general areas.
Many departments have established business rules based on guiding principles and philosophies that may have been created years before. Because there has been no initiative in documenting these procedures, chances are that there are many rules still in place that are causing unnecessary barriers and redundancies that add to the purchase order cycle time.A flowchart is a sequence of graphical symbols and shapes that can be used to help subject matter experts visually walk through their processes and validate those rules for accuracy and relevancy based on current business needs.
I recently overheard a Business Analyst say there was more to systems architecture than drawing boxes and arrows on a piece of paper. This may be true to a degree, but the ultimate deliverable of any engineering/architectural practice is a set of drawings from which to build a product. Architects and engineers do not spend all of their time drawing diagrams; for example, they have to specify requirements and analyze such things as the stress of components to determine the suitability of materials for use in design. But aside from this, the end result of engineering or architecture, their deliverable, is a set of drawings, be it a blueprint, a floor plan, wiring diagram, plumbing, or a set of flowcharts.