3 Business Process Modeling Case Studies

3 Business Process Modeling Case Studies


This is Laura Brandenburg from Bridging the
Gap. Our theme, recently, has been about how you
create a ripple effect as a business analyst. What’s your ripple effect as a business
analyst? Today, I want to go a little bit deeper and
share three examples of ways that some of our course participants have used business
process analysis and improvement activities to really transform their careers. They’ve had that ripple effect in their
organizations and created drastic change for their organizations. But they also received a personal transformation,
either in terms of more respect, or moving into the business analysis role for the first
time. Let’s jump right in and talk about their
stories. (Actually, before we do that, I didn’t want
to forget, we’re getting ready to run a live session of our Business Process Analysis
and Improvement course. We haven’t done this in almost a year and
a half, so it’s been a long time coming to run a live session of this course. At the end of the video, I’m going to share
some details about how you can get a snapshot of that – our introductory lesson completely
for free. That’s a great way for you to learn more
about how to apply these techniques and also check out the course and see if it’s a good
fit for you. That free lesson is only available for a limited
time, and our course is going to get started soon. So, be sure to check that out.) Let me jump right in here. Our first story is Archana. Archana was a practicing business analyst
when she started the business process course. But she had this frustration where she wasn’t
getting all the requirementsthat she needed. She kind of communicated out to the stakeholders
and was waiting for them to bring the requirements to her. She didn’t have a strategy for reaching
out and getting the requirements from them. When she took the course, she started doing
the techniques right away in the projects that she was actively involved in as a BA,
and it was like a switch flipped. She went from people not being super engaged
with her work, maybe not responding to her emails, not showing up for her meetings, or
just being kind of, “I don’t know all the answers to all these questions that you’re
asking,” to having a strategy to reach out and find the questions to ask and walk them
through a structured approach to giving her, essentially, what became the requirements. All your functional requirements in the software,
they just kind of fall out of the business process. When you start to talk at that level, often,
it’s so much easier for your stakeholders to give you the information you need and that
you can then pull the requirements out of as a business analyst. So, fast forward – within a year or two
of participating in the course, Archana is thriving in her business analyst role. She’s been promoted to a Senior Business
Analyst and is in charge of updating and improving the practice in her organization. She went from, “I’m not sure if this is
right for me. Things are going well. I’m not getting great feedback on my work,”
to promoted as a Senior BA and seen as a leader and a trusted, respected leader within her
organization. First story. For those of you who are practicing BAs, if
you’re not doing this kind of thing, that’s the kind of shift it could have for you. Let’s talk next about Adam. Adam was in customer service when he did Business
Process Analysis. He wasn’t even a business analyst yet, but
he took our course and he went to his manager and said,
“You know, I’d love to help you improve a process or analyze a process. Is there anything that is troublesome? Anything bothering you? Anywhere I could be of service?” And his manager was like,
“Yes, we have all this stuff that’s supposed to show up at these trade shows and it’s
always a mess and we don’t have the things that we need. We get there, and we’re scrambling. Let’s sit down and map this out.” Adam led that session and walked through all
the steps that we talk about in the free training that you can get to discover the process,
analyze the process, and improve the process. I got to interview Adam a while back and he
talked to me about this experience. One of the pieces I remember so clearly is
he said, “I really thought that I needed to have
this list of questions to ask or I needed to be super prepared going into the first
session. But I decided to trust you.” One of the techniques we teach in the course
is you are basically just like, here is the starting point in the process; here’s the
ending point of the process. You map that out for your stakeholders. Not the stuff in between. Then you say, “You know, if we’re starting
here and ending here, tell me what happens in between.” Not every stakeholder is going to come in
and start telling you everything, but probably 75% – 80% of them will at least give you
something to go from. At least three steps that fit in between that
start point and end point – something to start to analyze and ask questions around. It’s a great way when you don’t know what
questions to ask, to just ask the question, “What happens in between the start point
and this end point?” It worked for Adam. I know that’s a quick tip that you can apply
if you’re like, “Where do I start on a project?” Just, “Hey, here is the start point, end
point, tell me what happens in between. Let’s draw it out together.” What I want to close with is Wendy’s story. Wendy was also not in business analysis when
she took our course. She was a software developer. Wendy really wanted to become a business analyst. I forgot to mention, Adam, about a year after
that, also transitioned into his first business analyst role. The same is true for Wendy. She went through the course. She documented a process, actually, in her
technology organization. We don’t think of technology as a business
process. Technology and business – aren’t those
two separate things? But she documented the process that her tech
team went through to customize, release, and deploy updated software for a client. It was a process that software developers
wanted to automate and management wanted to understand better. She went and said,
“I’d love to use some of the techniques that I’m learning about in this course to
do this a little bit better, or to analyze it and bring some clarity to it.” She ended up getting to present that business
process in a manager-level meeting, (so very high-level stakeholders), and talk to some
of the improvements that they could make right away. Then she started getting invited to customer
meetings. Then she started to talk more openly about
her goals to become a business analyst. A year or so later (and that seems to be the
key here), you do these things and then a year or so later, this awesome stuff happens. A year or so later, she was promoted into
a business analyst role that was created specifically for her. Those are three examples from the hundreds
of participants we’ve had in this course. There have been so many business processes
that we’ve seen come through. It’s just absolutely amazing the variety. There are probably a dozen examples that I
speak to in the free training. If you do want to take this a step further
and figure out, “How can I apply this in my career and my organization?” be sure
to pick up the free training. It’s available just for a few more days. So, if you’re watching this video long after
we publish it, I apologize; it might not be available anymore. But get on our email list so that you can
get future notifications of free training and other stuff that we’re doing and not
miss anything in the future. Go ahead, get the free training. Go through it. You’re going to learn what a business process
is, what techniques we use, and the three phases of business process improvement. We’re also going to help you pick a process
that you can analyze and improve. You might be like, “Hey, I can’t do this.” But remember – Adam did it, Wendy did it,
and Archana did it. They were all in, maybe, similar, probably
a little different, but they were in your shoes not too long ago, and they did it and
it made a big difference for them. That’s why so much of our training at Bridging
the Gap always challenges our course participants to bring that work back to their organizations,
their domains, because that’s where we see the shifts happen. Instead of taking a training and then a few
weeks later, or a few months later, applying the training. And, then, “Oh, wait, wait, wait.” Maybe somewhere along the road, your employer
starts to see the value from that. You have that value immediately in the course. The first week you’re mapping out a process
in a discovery session. You’re asking some questions, even if it’s
just you and one other person. It makes a huge difference. The confidence you receive from that work
and the results that you receive in your career, and how your employer learns to appreciate
your skills as a business analyst. Again, you’ve got so much to offer. We’re just going to help you put those tweaks
and the structures in place to make it a reality.

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