LESSONS LEARNED

• In developing the process plan, select some sample transactions to validate
the plan and to show specifically what will happen with the new process.
Otherwise, the new process appears too theoretical.
• When defining the new transaction, go to where the work is being per-
formed and simulate it in terms of work ow. This will get people involved
and help make the new transaction more tangible.
• In presenting or documenting the individual transactions in the plan, use
simple owcharts that re ect current outcomes and future projections.
Then, to show the impact of the plan, illustrate the current outcomes with
the steps crossed out using the red universal “no” sign.
• In the plan, you identified specific issues pertaining to the current process.
Relate these issues to the individual transactions by showing to which steps
they apply. Then show how the issues are addressed in the diagram of the
new transaction.
• Seek out business staff participation in the development of the process plan.
Have them make part of the presentation related to transactions. They have
more credibility than you do because they are close to the action.
• In defining a process implementation strategy, define several alternatives,
including the three examples given in this chapter. For each alternative,
consider building a table such as the following for each alternative. The
actions are listed in the first five columns and the benefits are indicated in
the last column.