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Map the right process foundations


  • Run a review to define “as‑is” and “to‑be” states for the processes you’ll implement.
  • Use value stream mapping to frame an optimal “to‑be” state.

Deployment of any capability identified in the heat map exercise in Stage 1 should ideally start by mapping the “as‑is” and “to‑be” processes or workflows. The goal of process mapping is to identify gaps between an as‑is and to‑be processes that can be translated into requirements and/or user stories for Now PlatformTM implementation.

That’s why the implementation steps outlined in Table 2 typically begin with the word “define.” The as‑is state needs to be the baseline for identifying improvement opportunities—and for avoiding a “lift and shift” of bad (or incomplete) processes onto the Now Platform.

Improvement opportunities will often span processes. You can find these opportunities by mapping processes as ingredients in value streams. The value stream reflects a desired outcome, such as eliminating service outages through an improved detect‑to‑correct capability. Each outcome is defined by a set of processes that contribute to that outcome from the customer’s point of demand to the point of fulfillment.

Figure 5 shows how processes can be mapped to value streams in the IT function.

Figure 5: Value stream mapping for IT

The value stream outcome guides you to the processes that should be mapped to find improvement or automation opportunities. Teams responsible for a process or set of workflows should conduct a process review exercise to define where value is increased or lost in the current process.

The completed process review exercise can help you understand how the Now Platform should be configured as a single system of record that provides far greater value than your current process or system.

Run a process review exercise

Teams responsible for a process or set of workflows can use simple tabletop exercises or workshops (ideally using historical data) to answer key questions prior to their Now Platform implementation:

  • What’s our current baseline? This should include a definition and mapping of the process as it’s currently understood and practiced by teams, including any gaps, potential redundancies, and definition(s) of terms.
  • Where can we consolidate and streamline handoffs between teams, individuals, and systems? Any process review should include a thorough review of handoffs to identify points—most typically for approvals—where handoffs have created unnecessary bottlenecks in a process.
  • Where are we collecting unnecessary data? Focus on forms and data associated with a process to ensure that requirements for unnecessary data are eliminated.
  •  Where are we seeing the longest cycle times? Why? Process or workflow steps with consistently long cycle times are likely steps requiring the most manual effort. These present opportunities for automation.
  •  Where do we have gaps in standards adherence? Tabletop walk-throughs can also highlight process or workflow steps that do not consistently adhere to standards. ITIL for service management.
Run a process review exercise

Teams responsible for a process or set of workflows can use simple tabletop exercises or workshops (ideally using historical data) to answer key questions prior to their Now Platform implementation:

  • What’s our current baseline? This should include a definition and mapping of the process as it’s currently understood and practiced by teams, including any gaps, potential redundancies, and definition(s) of terms.
  • Where can we consolidate and streamline handoffs between teams, individuals, and systems? Any process review should include a thorough review of handoffs to identify points—most typically for approvals—where handoffs have created unnecessary bottlenecks in a process.
  • Where are we collecting unnecessary data? Focus on forms and data associated with a process to ensure that requirements for unnecessary data are eliminated.
  •  Where are we seeing the longest cycle times? Why? Process or workflow steps with consistently long cycle times are likely steps requiring the most manual effort. These present opportunities for automation.
  •  Where do we have gaps in standards adherence? Tabletop walk-throughs can also highlight process or workflow steps that do not consistently adhere to standards. ITIL for service management.

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