One of the most important skills for a business process mapper and automator is analytical thinking. This means being able to identify, understand, and solve problems in complex and dynamic situations. You need to be able to collect, organize, and interpret data from various sources, such as interviews, observations, documents, and systems. You also need to be able to apply logic, reasoning, and creativity to design and optimize processes that meet the needs and expectations of stakeholders.
Thanks for letting us know! You'll no longer see this contribution
🤔 What skills do you need to succeed at business process mapping?
Process Discovery and Process Mining Tools are prolific now. There are many options. And while all these tools HELP you to map and analyze processes, they still require an experienced individual to use them.
Someone with business process mapping expertise needs to combine the tools with the subject matter expertise of the sector and industry (i.e. Financial Services & Banking) and also include the expertise and knowledge of the Subject Matter Experts for that process or processes.
Remember that these technologies are complimentary to human capital and not a substitute.
👍 Like if you find this valuable
#BusinessProcessImprovement #BusinessProcessMapping #LeanSixSigma
Thanks for letting us know! You'll no longer see this contribution
You should possess a blend of analytical and technical skills complemented by strong communication abilities to succeed in business process mapping.
Here are the key skills required:
Analytical Skills: The ability to analyze complex processes, understand workflow patterns, and identify inefficiencies is fundamental.
Attention to Detail: Precision and a keen eye for detail are necessary to accurately depict the intricacies of business processes.
Communication Skills: Strong written and verbal communication is crucial for gathering information from stakeholders and clearly documenting processes.
Successful business process mapping hinges on the these skills, leading to enhanced process understanding and improved efficiency.
Thanks for letting us know! You'll no longer see this contribution
I believe Business process mapping often involves risk assessment, and analysis skills are crucial for identifying potential risks and developing strategies to mitigate them. Also it allows us to gather data and insights about how a process works which will help us in making informed decisions about where improvements are needed.
Thanks for letting us know! You'll no longer see this contribution
Be very systematic in collecting the data and saving it so you can always find what you need fast. Folders and subfolders, naming documents right will save you from the mess of data processing.
Thanks for letting us know! You'll no longer see this contribution
you can start by focusing on improving your data collection and organization techniques. Take the time to thoroughly understand the sources of data available to you, including interviews, observations, documents, and systems. Develop a systematic approach to collecting and organizing this information, ensuring that it is easily accessible and can be analyzed effectively. Additionally, practice applying logic and reasoning to identify patterns, correlations, and potential solutions within the data. Challenge yourself to think creatively and consider alternative perspectives to find innovative ways to improve processes. Finally, seek feedback and input from stakeholders to ensure that your solutions meet their needs and expectations.
Another essential skill for a business process mapper and automator is communication and collaboration. This means being able to communicate clearly, effectively, and persuasively with different audiences, such as managers, employees, customers, and vendors. You need to be able to listen actively, ask relevant questions, and provide constructive feedback. You also need to be able to work well with others, share ideas, and coordinate actions to achieve common goals.
Thanks for letting us know! You'll no longer see this contribution
We can start by providing training and support to employees to help them adapt to the new processes. And to ensure that they have the resources and knowledge necessary to succeed. And its very important to akacknowledge and address concerns and questions from employees when need to be return with given feedback!
Thanks for letting us know! You'll no longer see this contribution
For business process mapping and automation:
1. Clear, persuasive communication is key.
2. Tailor messages for diverse audiences.
3. Active listening and constructive feedback are vital.
4. Collaborate effectively with stakeholders for shared objectives. #Communication #Collaboration
Thanks for letting us know! You'll no longer see this contribution
Facilitating process mapping workshops, and even conducting one-on-one or small group interviews, definitely requires the ability to do one thing really well: ask questions and then don't talk! Even if the initial silence feels overwhelming.
Too many interviewers/facilitators like to show how much they know and start answering their own questions before others have had a chance. Don't be this person!
Thanks for letting us know! You'll no longer see this contribution
Focus on actively seeking out opportunities for feedback and improvement. Engage in regular self-reflection to identify areas for growth, and then take proactive steps to address them. For example, you can practice active listening by setting aside distractions, maintaining eye contact, and summarizing or paraphrasing what the speaker has shared to ensure understanding. Additionally, you can seek out collaborative projects or cross-functional teams to gain experience in coordinating actions and working towards common goals. By actively seeking feedback, reflecting on your own performance, and taking actionable steps to improve, you can continually enhance your communication and collaboration skills.
A third key skill for a business process mapper and automator is technical proficiency. This means being familiar with the tools and techniques that are used to map and automate processes, such as flowcharts, diagrams, models, notations, software, and platforms. You need to be able to select, use, and adapt the most appropriate and effective methods for each project. You also need to be able to learn new skills and technologies as they emerge and evolve.
Thanks for letting us know! You'll no longer see this contribution
Technical proficiency is essential. But when I conduct workshops or small group interviews I very seldom use software to create brainstorm-level process maps. I much prefer sticky notes on the wall (preferably larger format sticky notes: 4 inches by 6 inches or even a bit bigger).
The reason? Some percentage of your workshop participants will be distracted by what's happening on the screen if you're drawing process maps live. You want everyone's brain focused on the process not the action on the screen!
Plus, sticky notes on a wall can be rearranged, modified, or removed by anyone in the room. Everyone can participate.
Even in the era of hybrid/remote work, virtual sticky notes work nicely in Miro, Mural and other platforms.
Thanks for letting us know! You'll no longer see this contribution
For business process mapping and automation:
1. Technical proficiency is essential.
2. Master tools like flowcharts and automation software.
3. Adapt to new technologies and methods.
4. Stay updated on emerging trends and platforms. #TechnicalSkills #ProcessAutomation
Thanks for letting us know! You'll no longer see this contribution
Adopting a proactive approach towards learning and the latest tools and technologies. Start by identifying the specific areas where you feel you could benefit from further knowledge or expertise. This could involve researching online resources, attending relevant workshops or training programs, or seeking mentorship from experienced professionals in the field. By staying curious and continuously seeking opportunities to expand your technical skill set, you can stay ahead of emerging trends and advancements in process mapping and automation. Additionally, actively engaging in hands-on practice and experimenting with different tools and techniques can help you become more proficient and adaptable when working on diverse projects.
Thanks for letting us know! You'll no longer see this contribution
In conceptualizing process mapping, I delineate it into three core phases. The initial step involves data acquisition, where using technical tools is a viable option. However, it's vital to note that positions may lack technical insights. The subsequent stage entails inputting acquired data into mapping tools, requiring adeptness in tool functionality. The final segment encompasses data analysis, again warranting tool use and a technical perspective. Astute business acumen also aids analysis, complementing the process facilitated by tools.
Thanks for letting us know! You'll no longer see this contribution
For business process mapping the experts have to know or understand the opportunities that customer can use, first.
Second, the expert must understand at least superficially business architecture of the customer. With a lack of technical proficiency, could be the gate between the result and good result.
A fourth crucial skill for a business process mapper and automator is business acumen. This means having a broad and deep knowledge of the industry, market, and organization that you are working with. You need to be able to understand the vision, mission, strategy, culture, and values of the business. You also need to be able to identify the opportunities, threats, strengths, and weaknesses that affect the performance and competitiveness of the business.
Thanks for letting us know! You'll no longer see this contribution
I stepped into business process mapping in my first consulting role. My acumen propped me up.
I had a good idea of what "made sense" and was able to apply solid business logic to As-Is and To-Be process maps.
Thanks for letting us know! You'll no longer see this contribution
Actively engage in industry research, attend conferences, and network with professionals. Understand the organization's vision, mission, strategy, and values through conversations, reports, and strategic planning. Regularly assess the business's strengths, weaknesses, opportunities, and threats to align mapping and automation efforts with objectives. Collaborate with other departments to gain a holistic perspective.
Thanks for letting us know! You'll no longer see this contribution
While acknowledging the importance of employee acumen, it's worth noting that expecting a process analyst to possess the breadth of knowledge akin to a CEO is somewhat idealistic. A more pragmatic approach involves providing comprehensive training, and cultivating tool and technique proficiency, enabling the analyst to excel. Augmenting this capability through consultative engagement with C-level officers can yield optimal outcomes.
A fifth vital skill for a business process mapper and automator is customer orientation. This means focusing on the needs, preferences, and feedback of the customers who use or benefit from the processes that you map and automate. You need to be able to empathize with the customer's perspective, expectations, and pain points. You also need to be able to measure and improve the customer satisfaction and loyalty that result from the processes that you map and automate.
Thanks for letting us know! You'll no longer see this contribution
It is essential to prioritize the needs and preferences of the customers who will be impacted by the mapped and automated processes. Take the time to understand their perspectives, expectations, and pain points, ensuring that their experiences are considered throughout the entire process. Actively seek feedback from customers to identify areas for improvement and measure their satisfaction and loyalty. Implement strategies to continuously enhance customer satisfaction and ensure that the mapped and automated processes align with their evolving needs. By placing the customer at the center of your approach, you can create streamlined and efficient processes that truly meet their requirements.
Thanks for letting us know! You'll no longer see this contribution
Absolutely. Use or create a consistent stencil that all customers can understand and introduce industry standards (like BPMN) slowly, if needed. At 2 different engagements, I have been asked to “fix” process maps that they could not understand without a class!
Thanks for letting us know! You'll no longer see this contribution
While advocating for customer orientation is laudable, its implementation is intricate across diverse fields. I favor collaborating with CX experts who comprehend its alignment with corporate strategies. Not all corporations universally adopt a customer-centric stance, without implying its insignificance. Rather, it acknowledges varying emphasis across roles and companies. Consulting a CX chief can adeptly mitigate this challenge, informing strategic decisions effectively.
Thanks for letting us know! You'll no longer see this contribution
Customer orientation involves deeply understanding customer needs, communicating effectively, and building trust by prioritizing long-term relationships over short-term gains. It's about actively listening, problem-solving, and continuously improving to ensure customer satisfaction and loyalty. Those skill might the main to understand what user needed in result and provide the process more easily and productive as could be.
Thanks for letting us know! You'll no longer see this contribution
Simplicity...people naturally combine tasks and those combinations will usually hold points where the process breaks down. I find keeping tasks to one thing and taking an elementary "what happens next" approach works wonders. It's like driving a car, if you take for granted all the overhead rules (safe distance, road signs, speed limits, street lights, lane merging), then you can say that a roadmap is how you get from point A to point B. That said, if you get pulled over, in an accident, or run off the road, the street directions weren't the problem. Break things down to the simplest components and you'll often find where steps are skipped, alternate steps happen, or connections aren't being made.
Thanks for letting us know! You'll no longer see this contribution
This article uses the phrase "business process mapper and automator" throughout, but it's important to understand that automation does not always follow process mapping. There are many valid reasons for documenting a process that don't necessarily lead to automation.
Sometimes you need process maps to help an organization understand how they are currently getting work done (you'd think that would be obvious, but often it's not). Sometimes you need "as is" maps for knowledge transfer, either because the org is growing and needs to train new people or because people with critical institutional knowledge are leaving.
And, it's important to keep in mind that not all processes should be automated! Mapping a process can reveal serious flaws.
Thanks for letting us know! You'll no longer see this contribution
Institutional Knowledge
Having solid institutional knowledge (A-Z) assists in process preparation and the impact downstream (output) of the process. This foundational element of process mapping increases efficiency, buy in, and eliminates revision quantity.
Thanks for letting us know! You'll no longer see this contribution
Ultimately, I perceive this task as an operational endeavor, best achieved through proactive engagement rather than mere discourse. For a concise and efficient process mapping experience, various tools, techniques, or even traditional means like pen and paper can be employed. The approach involves physically traversing the business process, sequentially involving individuals. It's important to bear in mind the iterative nature of improvement; the initial rendition, while basic, need not be daunting. Embrace the prospect of refining and enhancing, as progress is continually attainable.
Thanks for letting us know! You'll no longer see this contribution
One important aspect to be considered would be looking at the process and information flow holistically end to end from point of view of customer.
Once a holistic picture is conceived and visibility is received of upstream and downstream processes mapping of process and information flow becomes easy and logical.