Business Prcess Imprvement - An Empirical Start

Transcription

1 Aura Advanced Technlgies All Rights Reserved. Reprductin f this publicatin in any frm withut prir written permissin is frbidden. The infrmatin cntained herein has been btained frm surces believed t be reliable. Aura disclaims all warranties as t the accuracy, cmpleteness r adequacy f such infrmatin. The pinins expressed herein are subject t change withut ntice.

2 Abstract Prcess Management has nw becme the mst imprtant trend in mdern businesses. It is ften dressed up as many ther things, but in the end, hw the business delivers value is dependent n the peratinal effectiveness f its prcesses. Success requires the ability t set the right balance between efficiency and flexibility, cntrl and adaptability, cmpliance and nimbleness. Business Prcess Imprvement methdlgies are helping mdern rganizatin achieve that. Business Prcess Imprvement (BPI) is fundamentally a management philsphy underpinned by a cmprehensive prcess-riented infrastructure. It is nt a questin f if yur firm will emply BPI initiatives it is just a questin f when. If apprached crrectly, BPI allws the firm t truly clse the gap between strategy and peratinal innvatin. This white paper brings the tw distinct disciplines f management and infrmatin technlgy tgether t help managers and analysts maintain a cmpetitive edge. The purpse f this paper is t intrduce yu t the best practices in Business Prcess Imprvement. (2)

3 N matter hw hard individuals wrk, they cannt vercme a flawed prcess design, much less the burden f n design at all - Michael Hammer, c-authr f Reengineering the Crpratin, in his bk The Agenda Intrductin In the current business climate, executives are under increasing pressure t avid cmmditizatin f the firm s fferings. Mre ften than nt, firms rely n marketing alne t differentiate their prducts and services frm thse f the cmpetitin; a flawed apprach, t say the least. Firms shuld remember that the whle rganizatin must deliver n marketing prmises and which, certainly, is nt an easy task. Cmpanies can enhance their cmpetitiveness by taking an inside-ut apprach t their business. Strategy and peratins play a central rle in leveraging business perfrmance and cmpetitiveness f the firm. By defining its strategy, cmpanies chse the right battlegrunds matching its peratinal capabilities and rganizatinal infrastructure. Business Prcess Imprvement (BPI) has, therefre, becme a buzzwrd in several rganizatins - struggling t cpe with inefficiencies and redundancies resulting in high peratins csts. In tday s fiercely cmpetitive marketplace, efficient wrkflw thrugh an rganizatin has becme a critical determinant fr lng-term success. Cmpanies shuld chse the right battlegrunds matching its peratinal capabilities and rganizatinal infrastructure The first reference t crss-functinal business prcesses appeared in the mid-1980s and by the early-1990s, Business Prcess Reengineering (BPR) was the next big thing. 1 It was attracting the attentin f senir executives, managers, IS prfessinals, management authrs and industry experts. As BPR called fr radical changes within the rganizatin, it became synnymus with emplyee layffs, massive cst-cuttings, utsurcing and exiting the nn-cre businesses. Critics frwned upn reengineering effrts as an excuse fr mismanagement ; they believed that BPR, unlike Kaizen r TQM, did nt address the rt-causes f business prblems which resulted in emplyee dissatisfactin and pr cmpany perfrmance. Given the huge csts and risks invlved in executing reengineering initiatives, many BPR prjects failed miserably. By the mid-t-late 1990s, BPR had fallen ut f favr. Few literatures draw similarities between BPI and BPR methdlgies. Hwever, we wish t distinguish between BPI and BPR. The term, Business Prcess Imprvement (BPI), is derived frm Business Prcess Management (BPM). Gartner Research defined BPM as a general term fr the services and tls that supprt explicit prcess management (fr example, prcess analysis, definitin, executin, mnitring and administratin), including supprt fr human and applicatin-level interactin. 2 Prcess rientatin has becme mainstream thinking fr mdern managers and technlgists, and BPM is clearly riding this trend. Accrding t Gartner Research 3, the fur key-drivers fr BPM are: Cmpliance Cst savings Time t market Risk reductin Mdern rganizatins are struggling with stringent cmpliance requirements, cst pressures and inefficient prcesses and cmplex supply chains. BPM is ften seen as a slutin t all these prblems. This perceptin is supprted by the strng success rate f percent in all BPM prjects cmbined with an average ROI realizatin f 15 percent. BPM has many variatins and BPI is ne f them. 1 Wrkflw Mdeling -Tls fr Prcess Imprvement and Applicatin Develpment: Alec Sharp & Patrick McDermtt 2 Gartner Research: Definitin f BPM 3 Gartner Research: BPM Trends (3)

4 What is Business Prcess Imprvement? Business Prcess Imprvement (BPI) is a systematic apprach t help an rganizatin make changes in the way it des business. It wrks by defining the rganizatin s strategic gals and purpses, determining what the rganizatin s stakehlders are expecting, and aligning the business prcesses t meet thse requirements. The effectiveness and efficiency f internal and external business prcesses play a significant rle in determining the ecnmic success f a cmpany. The main bjectives f BPI are, therefre, t imprve prductivity and cmpetitiveness f the rganizatin; end result being a superir intrinsic value fr the cmpany and greater custmer satisfactin. BPI is ften seen as a way f standardizing business peratins and squeezing cst ut. But fcusing n these tw bjectives alne misses the vital need fr the firm t adapt and evlve. The heart f BPI is abut achieving an effective balance between peratinal efficiency, effective service, resurce ptimizatin, lwer csts and rganizatinal agility. Thinking BPI: Nt Why but When Mdern executives are wndering hw t supprt the ever evlving needs f yur business; yet keep technlgy cmplexity, develpment csts, cmpliance burden and time t market dwn t minimum. If yu are struggling with sme f these issues, chances are that yur business really needs BPI. It is nt a questin f whether yur firm will emply BPI initiatives it is just a questin f when. A typical BPI initiative can increase perating efficiency by as much as 50 percent. Prven benefits due t BPI initiatives include: Reduced elapsed time Reductin in csts Greater human satisfactin Reductin f extra human tasks Increase in agility Reductin f errrs Increased cmpliance factrs Increased crss-departmental fusin In mst cases, need fr high cst savings and imprved time t market drives BPI prject investments. Increasing cmpliance csts and evlving business needs have made cmpanies started thinking abut BPI. Furthermre, custmers nw expect peratinal excellence, lwer csts and integrated service fferings all at the same time. This necessitates that mdern rganizatins develp internal infrastructure with a visin that supprts custmer expectatins. Such a supprting infrastructure realized by BPI prjects wuld raise rganizatins capabilities and respnsiveness, leading t ptential strategic advantages. Thrugh BPI methdlgy 4, yur business can achieve higher level f prfitability, greater emplyee mrale and custmer satisfactin, leaving yur cmpetitrs in the dust. Business-IT Alignment and BPI IT is a key enabler f any prcess imprvement prject. Hwever, histrical analysis suggests that less than 30% f IT prjects are successful, ften due t the lack f alignment with business needs and pririties. Business Alignment is required in cmpanies acrss all industries, but is critical in thse where IT plays a central rle in business peratins. Business Alignment is at the cre f realizing the full ptential frm IT. Mre ften than nt, mdern enterprises acquire majr new infrmatin systems r enterprise applicatins, and then redesign perating prcesses t take the best advantage f it; instead, it shuld be the ther way rund. We believe that business strategy and business initiatives must drive the directin and pririties fr IT investments. At the same time, IT capabilities must enable innvative business strategies and business capabilities. 4 Refer Page (5): Is there a BPI Methdlgy? (4)

5 We believe that business strategy and business initiatives must drive the directin and pririties fr IT investments. BPI requires taking a brader view f bth IT and business activity, and f the relatinships between them. IT shuld be viewed as mre than an autmating r mechanizing frce: t fundamentally reshape the way business is dne. IT and BPI shuld have a recursive relatinship; IT capabilities shuld supprt business prcesses, and business prcesses shuld be in terms f IT capabilities. Is there a BPI Methdlgy? Certainly, there is. Mst experts agree that there are sme cmmn elements invlving any BPI initiative, such as (i) Develping business and prcess bjectives; (ii) Identifying the prcesses t be redesigned; (iii) Understanding and measuring the existing prcesses; (iv) Identifying IT levers; and, (v) Mdeling the new prcess design. There are many variatins t BPI methdlgies and there are distinct prs and cns invlved. Selectin f a particular methdlgy wuld depend n specific business need, infrastructure, size, wrkflw management and culture f yur firm. One size fits all apprach, if fllwed by prcess designers, culd lead t the failure f BPI initiative. In their bk, Wrkflw Mdeling: Tls fr Prcess Imprvement and Applicatin Develpment, Alec and Patrick describe a unique BPI-mdel that we have fund really useful in ur cnsulting engagements acrss verticals in several rganizatins. This mdel cmprises a five-layer framewrk 5 : Missin, Strategy and Gals Business Prcess (Mdeling and Analysis) Presentatin/ User Interface Applicatin Lgic Database Management Business Prcess Imprvement and Infrmatin Systems are inseparable. Whether yur firm is business-riented r systems-riented, IT plays a key rle. Missin, Strategy and Gals: Befre embarking n a BPI initiative, it is imprtant t articulate yur missin, business strategy and bjectives. Prcess wners and champins 6 shuld start with articulating business strategy and bjectives aligned t the crprate missin. By describing the target markets and custmers, services, differentiating elements f the business mdel, perfrmance targets and stakehlder s expectatins, BPI initiatives will prve mre successful in realizing the expected value frm prcess imprvement. Our experience suggests that the cmpanies are better-ff answering five critical questins while articulating their business strategies and bjectives. Fllwing questins shuld be part f the cmpany s strategy framewrk: Are yu selling t the right kinds f custmers? Hw effectively have yu segmented, targeted and psitined yur prducts/services? D yu have the right cmpetitive advantage? Can yu defend yur turf? D yu have the right supprting infrastructure? Can the rest f the rganizatin deliver n marketing prmises? Can yu execute the required prgrams? D yu have the right culture and prcesses? Will these things stay right in the future? What changes in market and cmpetitive cnditins can be anticipated? Hw will things change as yu enter new markets r add new prducts? 5 Surce: Wkflw Mdeling: Tls fr Prcess Imprvement and Applicatin Develpment by Alec Sharp and Patrick McDermtt 6 Refer Page(8): Prject Management Apprach t BPI (5)

6 At the strategic level, the three cre perating prcesses f any business are: managing supply chains (including manufacturing and lgistics), creating and cmmercializing prducts, and managing custmer relatinships. The prcess strategy shuld supprts these cre perating prcesses within the rganizatin. In any BPI initiative, prcess strategy shuld be develped in accrdance with the missin, strategy and bjectives f the firm. Mrever, prcess strategy must be strngly aligned with peratinal and infrastructural capabilities f the cmpany (and/r individual departments within a cmpany). It is vital fr the success f any BPI prject. Fig 1: Prcess Strategy Cmpanies use either a push/pull platfrm r a cmbinatin f bth t supprt their perating prcesses. Push/pull prcess strategies are strngly linked t bth internal and external factrs. Internally, prcess strategies must be aligned with capabilities f the firm bth at the department and crprate level. Furthermre, it must be sync with rganizatin structure and culture f the firm. Externally, prcess strategies shuld be in accrdance with supply and demand cnditins, cmpetitin, custmer expectatins, gvernment regulatins, etc. Push strategies and systems cntrast starkly with pull nes, particularly in their view f demand; the frmer treat market demand as freseeable, the latter as highly uncertain. 7 This difference in a basic premise ften leads t fundamentally different prcess-design principles. Business Prcesses (Mdeling and Analysis): Cmpanies shuld rganize peple, resurces and activities int prcesses which deliver maximum value t external and internal custmers, in keeping with the missin. Fr any BPI initiative, this step is the mst imprtant f all as it allws us t redesign and ptimize the existing prcesses. Befre discussing the different steps invlved in prcess design and analysis, prcess definitin must be clear. Any perating prcess has tw imprtant characteristics: (i) They have custmers (internal and external), (ii) They crss rganizatinal bundaries, i.e., they ccur acrss r between rganizatinal subunits. Prcesses are generally identified in terms f beginning and end pints, interfaces, and rganizatin units invlved, particularly the custmer unit. High Impact prcesses shuld have prcess wners. Examples f prcesses include: develping a new prduct; rdering gds frm a supplier; creating a marketing plan; prcessing and paying an insurance claim; etc. A single prcess is further subdivided int sub-prcesses, tasks r activities. Fr example, a prcess such as creating a marketing plan culd invlve sub-prcesses (market segmentatin, targeting, etc) which in turn culd invlve multiple tasks and activities (designing survey, cllecting respnses, analyzing results). Three main steps invlved in prcess design are described belw: Framing the Overall Prcess By develping an verall prcess map, a set f related prcesses including the target prcess t be imprved is identified. Scpe f the target prcess shuld then be established using a framewrk fr identifying a prcess and its bundaries. At this stage, yu shuld review the cmpany s missin, business strategy and prcess strategy (at the macr-level) discussed earlier. After perfrming an initial assessment by summarizing stakehlder s interests and 7 Frm push t pull: The next frntier f innvatin; The McKinsey Quarterly 2005 Number 3 (6)

7 cncerns, yu shuld determine prcess visin (at the micr-level) and key perfrmance indicatrs (KPIs) and bjectives (KBOs). Understanding the As-Is Prcess After clarifying the perfrmance bjectives fr the prcess, yu need t understand why thse gals are nt being met. It shuld be nted that many s-called imprvements are implemented that dn t actually imprve anything because ther factrs are the rt cause. After having understd the current wrkflw, mdel it. Our experience suggests that swimlane diagrams allw an effective prcess representatin, which is bth simple and lgical, explaining clearly wh des what and when. Fig 2: Example f a Swimlane Diagram Designing the T-Be (New) Prcess Based n assessment, begin by selecting the key features f the t-be prcess. After a thrugh analysis f prcess ptimizatin, design the t-be prcess wrkflw and prgress thrugh the different levels f detail. Develp use case scenaris lking at hw systems will supprt the new prcess and revise the prcess flw as needed. After yu have designed the new prcess, have the prpsed new system walked thrugh frm start t finish making sure it is usable by the persn(s) actually respnsible fr the prcess. Increasingly, rganizatins are realizing that after defining their new business prcesses, it is imprtant t cmmunicate thse prcesses t thse wh need them. Presentatin/ User Interface: After having develped the new business prcess, presentatin r user interface shuld be implemented. It is a mechanism by which peple r ther systems interact with an infrmatin system. This mechanism is usually the GUI running n yur desktp, but culd be just abut anything including bar cde scanner, EDI, brwser r terminal. Applicatin Lgic: These are prgrammed transactins cntaining lgic t enfrce business rules and maintain data integrity. In simple terms, these are the applicatin prgram that results in any transactin. Prgrammed applicatin lgic is usually distributed acrss servers r client machines. Database Management: The final step invlves setting-up an effective Database Management System. DBMS is a prgram r cllectin f prgrams that creates and maintains a database, and allws users t retrieve infrmatin frm that database. Many DBMS als have reprt generatin capabilities built int their functins. Yu shuld design yur DBMS in accrdance with yur prcess requirements. This summarizes the five-layer framewrk that we advise ur clients when implementing BPI initiatives fr their businesses. (7)

8 Life Cycle Apprach t Prcess Imprvement The final prcess design shuld nt be viewed as the end f the BPI prcess. Rather, it shuld be viewed as a prttype, with successive iteratins. We advise ur clients t fllw a Life Cycle Apprach t prcess design and imprvement. In this apprach, after defining its business and prcess strategy, cmpanies fllw an incremental prcess imprvement as utlined in this diagram belw. Prcess Mnitring Technlgy Integratin Prcess Design Prcess Executin Cpyright 2005 Aura Advanced Technlgies Fig 3: Life Cycle Apprach t Prcess Imprvement After develping the new prcess design, the firm shuld define wh is respnsible fr what, what srt f metrics will be used. Prcess Mnitring is critical t the success f any BPI prject. Prcess wners and champins shuld determine apprpriate Key Perfrmance Indicatrs (KPIs) that will help realize the firm s Key Business Objectives (KBOs). Based n these results, the prcess design shuld be incrementally imprved and ptimized. Technlgy is at the heart f any prcess design prject. Demand fr cntinuus business prcess imprvement requires a rethinking f hw infrmatin systems are designed and cnstructed. It is n lnger sufficient t prduce fixed slutins t fixed business prblem. Infrmatin systems, like the business systems they supprt, must be adaptive in nature. They must be capable f sustained, graceful change in respnse t evlving business requirements. Prject Management Apprach t BPI Cmpanies can enhance their business prcesses by clearly specifying the rles f prcess wners and prcess infrmatin fficers befre allcating these rles t the apprpriate peple. Successful BPI prjects als require excellent business analysts, enterprise architects and ther change prfessinals prviding a practical, technical cmplement t the leadership f the prcess wners. Businesses are increasingly fcusing n crss-functinal business prcesses and senir business executives are trying t determine hw this new fcus can be reflected in their rganizatins structures. Gartner Research suggests that a gd prcess imprvement apprach will be based n fur rles, (i) Prcess champin; (ii) Prcess Owner; (iii) Prcess infrmatin fficer (PIO); and, (iv) Business analyst. (8)

9 An effective prcess champin shuld be a senir executive wh is able t link prcess imprvement t business gals. This persn shuld have an established respnsibility that crsses several functins. The CEO, CFO, COO, CIO r strategy directr culd perfrm this rle. Once prcess thinking and prcess wnership have becme fully institutinalized, many peple will be prcess advcates, and there will be n need fr a separate rle. Because prcesses crss functins and business units, each needs an wner a senir nn-it manager with authrity ver the prcess. In mst cases, the prcess wners will be a senir executive wh may have a small team. This team will wrk with enterprise architects and business analysts t supprt the prcess wner. The CIO shuld be, r shuld appint, the prcess wner fr the IT delivery prcesses. By year-end 2009, at least 60 percent f majr rganizatins will have made business prcesses a critical feature f their management structures Each prcess wner needs access t a trusted technical advisr (ften an IT manager) r a prcess infrmatin fficer (PIO). PIOs are the practical cmplements t prcess wners strategic visin and shuld prvide advice n the feasibility, csts and risk f the varius practical ptins. Their advice will cver IT, but shuld nt be limited t it, and they shuld versee the wrk f generating system requirements and engaging implementers. PIOs need a variety f specialists t help them measure their prcesses, define new nes, develp r buy applicatins, and make rganizatinal changes. The mst critical skills required fr business analysts are prcess design and change management. Sme f the biggest bstacles that BPI prjects ften face are: (i) Lack f sustained management cmmitment and leadership; (ii) Unrealistic scpe and expectatins; and (iii) Resistance t Change. By gathering management supprt fr BPI initiatives and establishing apprpriate KPIs and KBOs, cncerns f all stakehlders will be addressed effectively. Aura as a Partner fr Business Prcess Imprvement Our experience suggests that mdern businesses face significant frictin lsses between the strategic level and the peratinal rganizatin. While strategically the cmpany may think in terms f business prcesses based n prducts and markets, the actual peratins frequently deal in prcesses within functinally-riented departments. Aura s unique methdlgy and superir understanding f ur client s businesses has differentiated us frm the cmpetitin. Aura s value prpsitin f end-t-end business prcess slutin allws ur clients the benefit f frnt-end cnsulting, technlgy integratin, implementatin and supprt all frm a single vendr. Our implementable recmmendatins are strngly aligned t missin, strategy and business bjectives f ur clients. Our methdlgy leverages ur business mdel allwing us t ffer cst-effective and cmprehensive IT slutins. Fig 4: Aura s Cnsulting Mdel. Cpyright All Rights Reserved. (9)

10 Business prcess mdeling and analysis is critical t the success f any business prcess. We ffer business services that build visual mdels (such as swimlane diagrams) illustrating the current wrkflw prcess f yur rganizatin and shws where imprvement and develpment can take place. Our prven techniques fr identifying, mdeling and redesigning business prcesses, aid in defining system requirements and brings the tw distinct disciplines f management and infrmatin technlgy tgether t assist yur rganizatin in maintaining its cmpetitive edge. Our IT capabilities allw us t ffer yu cmprehensive slutins enhancing yur netwrk security and perfrmance. Our BPI cnsultants scrutinize everything frm planning and systems integratin t examinatin f functinal areas t assess yur current prcesses. Lking utside yur rganizatin and yur cre cmpetencies, we determine yur critical success factrs s that we can recmmend the mst apprpriate curses f actin. Fr example, when cntacted by an envirnmental services cmpany fr ptimizing their business prcesses we knew that they were wasting their limited resurces n perfrming nn-cre activities. By fllwing the five-layer framewrk, discussed befre, we perfrmed an initial assessment f the cmpany s missin, strategy and bjectives. We cnducted interviews t assess cncerns and interests f different stakehlders. After that was dne, we articulated the prcess visin, established prcess bundaries, scpe and key prcess indicatrs. The nature f envirnmental services demands a clear and accurate flw f infrmatin within the cmpany and thrugh t their clients. After mdeling the crss-functinal prcess flw we checked fr bttlenecks, analyzed cycle time, idle time, delivery time, etc. Finally, we develped the t-be prcess that ptimized infrmatin wrkflw acrss functinal sils such as sales, custmer service, administratin, crdinatin, field technicians, accunting and supprt. Fig 5: T-Be Prcess Design fr Envirnmental Services Client Our prcess imprvement effrts resulted in the develpment f an applicatin that imprved the flw f infrmatin frm Field t Custmer, increased data accuracy and reduced the delivery time frm the pint f the initial sale t final billing. Cnclusin In the quicksand f crprate cmpetitin, ding nthing is just nt an ptin. True business prcess imprvement that allws an rganizatin t advance in its current cmpetitive situatin requires the capabilities described here. Cnstantly reducing perating csts is ne side f the equatin; increasing agility and respnsiveness is the ther. Cnstantly reducing perating csts is ne side f the equatin; increasing agility and respnsiveness is the ther. Yu can benefit frm the diverse experience f ur team. Our cnsultants pssess specialized knwledge and experience in strategy and peratins resulting in implementable recmmendatins fr ur clients. If yu wuld like t learn mre abut prcess imprvement and ur practice, cntact us by address [email protected] r call T learn mre abut ur BPI services; visit ur cmpany website: (10)

11 Glssary f Terms This sectin is intended t help assist the reader in crrelating acrnym used within this white paper. Single line definitins are prvided nt as a means f fully explaining the terms, but as an verall supplement t their fuller explanatins fund within the text f this dcument. TQM- Ttal Quality Management: It is the cntinuus r incremental imprvement f existing business prcesses ver time. This entails mderate risks as cmpared t BPR, which is typically high risk. BPR- Business Prcess Reengineering: A fundamental crprate rerganizatin based upn the prcesses that deliver value t custmers. It typically invlves re-rienting a business frm a prduct r lcatin viewpint t a custmer fcus. BPM- Business Prcess Management: It refers t a set f activities which rganizatins can perfrm t either ptimize their business prcesses r adapt them t new rganizatinal needs. As these activities are usually aided by sftware tls, the term BPM is synnymusly used t refer t the sftware tls. BPI- Business Prcess Imprvement: The prcess f develping and implementing incremental imprvements fr a prcess. BPI is used when business is manageable and prcesses are relatively cnsistent. There is lw risk assciated with BPI and it starts with the existing prcess. DBMS- Database Management System: Database Management System. Used t stre, prcess and manage data in a systematic way. May use a variety f underlying strage methds, including relatinal, multidimensinal, netwrk and hierarchical. EDI- Electrnic Data Interchange: cmputer-t-cmputer transmissin f infrmatin between tw cmpanies, including such dcuments as purchase rders and invices. GUI- Graphics User Interface: A cmputer terminal interface, such as Windws, that is based n graphics instead f text. IS- Infrmatin Systems: A cmputer-based system used fr managing and prcessing infrmatin. Als, a functinal grup within a business that manages the develpment and peratins f the business s infrmatin IT- Infrmatin Technlgy: The branch f engineering that deals with the use f cmputers and telecmmunicatins t retrieve and stre and transmit infrmatin IVR- Interactive Vice Respnse: A generic term fr transactin systems allwing phne callers t use an rdinary telephne t interact with a cmputer thrugh speech r dialed instructins. Each respnse by the caller triggers anther recrded message until the transactin is cmpleted. KPI- Key Perfrmance Indicatrs: Key Perfrmance Indicatrs (KPI), als knwn as Key Success Indicatrs (KSI) are financial r nn-financial metrics used t reflect the critical success factrs f an rganizatin. Activities: Prcesses culd invlve tw types f activities: Managerial (e.g. develp a budget) and Operatinal (e.g. fill a custmer rder). Entities: Prcesses take place between rganizatinal entities. They culd be Interrganizatinal r Interfunctinal. Kaizen: The Japanese prcess f cntinuus imprvement using prblem-slving and analysis techniques that may include the use f fishbne diagrams, cntrl charts, affinity diagrams and ther tls. Objects: Prcesses result in manipulatin f bjects. These bjects culd be Physical r Infrmatinal. Swimlane Diagrams: Shw prcesses in lanes (like the lanes yu swim laps in) t depict tasks that ccur cncurrently, illustrating wh des what, and when. Used t design wrkflw. (11)