Go ahead and ask the obvious questions

You’ll probably save your business a significant amount of money!

This weekend we suffered a rare power outage at home. After checking the electricity, making sure all the switches were still on and no fuses had tripped us out, I concluded it must be a power cut. With candles and torches at the ready in case we were still powerless by nightfall, we settled down with the kids to play board games!

After an hour or two, I decided to check with our immediate neighbours, an older couple, they too were out of power. However, as the sun went down we spotted that one of the other neighbours had their lights on. Time to investigate!

It tuned out that only a handful of houses in the street were affected by the power cut. What’s more, nobody had actually called the electricity company to report it! Once we realised this, the call was made, an engineer was onsite within an hour and a temporary fix got us up and running.

The point being, as a collective, we all assumed that someone else would have reported the outage – but no one actually had!

How often does this sort of thing happen in your business?

Think of your IT team as the electricity company in our power outage. Everyone in your business expects them to come and fix problems when they occur. But what if nobody has told them there is a problem to fix?

On a recent project, the client complained that their IT system couldn’t record vital information. Instead they were documenting it manually in a spreadsheet which was then attached to a record. As you can imagine, this took a lot of extra time and made accurately reporting that data, really quite tedious.

Another example, for a different client, found a one team using a HR system which didn’t afford them the necessary access rights to record key information. As a result, they had devised an elaborate (and time consuming) workaround. Personal information was typed into a notes field, a screen shot was taken of the record and the information was deleted from the notes field. The screenshot was added to a password protected file that was, eventually, uploaded against the employee’s record. A lengthy, frustrating, not to mention costly, exercise which staff completed with a sigh of…

“If only the system did this in a better way”.

(As an aside I bet you’ve either heard that said in your organisation or said it yourself!).

What both these scenarios have in common is that the affected teams assumed that the IT team knew there was a problem and couldn’t do anything to help.

In actual fact, further investigations revealed that, in the first case nobody had asked for the additional fields to be added to the system. In the second case, again, no ticket had ever been raised requesting a change to access rights for the specific record type.

It was during the Skore discovery exercise, that these issues were quickly identified. And because the Skore approach is so effective at communicating across different domains, for example between the operational part of the business and the IT team, the IT team quickly recognised what the problem was AND the pain it was causing for users.

What’s more, in both cases the IT Teams were surprised, and almost apologetic, that the users had been putting up with the issues for so long. Cases were raised, fixes implemented relatively quickly, and life was made easier for everyone.

Based on these example, I have a challenge for you. Think about how many issues you deal with, on a daily basis, that are just SO obvious you assume either someone else will fix it, or that there is no fix? Then find out, what is being done to fix them.

The chances are the right people haven’t even been told about it. No wonder nothing has happened!

What is Digital Discovery?

What is Digital Discovery

Have you ever been a buyer of software technology in your company? Or been on the receiving end of a software implementation? The chances are that the first time you interacted with the delivery team was stood around a whiteboard, or worse still, brown paper stuck to the wall with a handful of sticky notes. It was discovery, but not digital discovery.

For vendors of the latest technology it is still surprising that so many start their hitech delivery with such a low tech introduction. As an approach to requirements gathering, using pen and paper is vigorously defended. It is somewhat reminiscent of the music industry at the advent of streaming, or the camera film industry at the development of the digital camera.

At the very beginning of a tech implementation hopes are high, there is plenty of enthusiasm and a desire to get going. And then comes the implementation. Timescales over run, people forget the original goal, goodwill dwindles and by the time the solution is delivered it no longer fits the requirements, or it completely missed them.

The solution to this is not just speed but a better understanding of the client’s business and how it works. This all starts right at the beginning, with those initial digital discovery sessions.

The need for Digital Discovery

There are a number of key factors for getting discovery right; speed, engagement and accuracy. Speed is important as those taking part typically have a day job to get back to. They are prepared to take time out to support the initiative but they need to feel they were able to contribute as much as possible. Furthermore, they expect to see results quickly. The longer it takes between interactions the less engaged participants feel.

Engagement is essential to getting teams to buy into any change. While everyone may be aligned at the start it is important to keep them engaged throughout the program. Engagement is as much about contribution as it is to do with speed. Participants need to feel they have had their say. In fact it is essential that everyone does have their say as this is where some of the most important insights will come from.

Accuracy of the information gathered is, again, essential for ensuring the right requirements are delivered in the solution. But also for ensuring the team remain engaged, a participant will quickly realise if something they have shared is misrepresented in some way. They may not always point that out and engagement is damaged as a result.

Successful discovery is a balancing act between these three factors and yet traditional, manual, discovery work typically consists of long workshops writing, moving, rewriting and moving sticky notes around a board. At the end of the workshop photos are taken and scribed into a digital format and shared with the team days, or even weeks later, if at all. There follows several rounds of review and finalisation, taking more time out of people’s busy calendars.

Digital discovery involves capturing the information directly into a digital tool such as Skore. Participants describe their ways of working and these are transcribed there and then. Digital Discovery provides a number of benefits here; firstly the approach is structured so that it is standardised across all workshops regardless of the facilitator. Secondly, the tool makes it much faster to change things allowing participants to focus on the flow of work and reduces distractions and loss of concentration. Finally, the information captured can be agreed in the workshop and shared instantly with wider audiences as required.

The added benefits of the Skore Digital Discovery approach

One of the key benefits of using a digital discovery approach is how it helps uncover hidden issues and unexpected benefits. While the Skore approach is fast it also provides a framework that allows users to zoom in and out of the detail.

This puts the work the team are doing, and therefore their requirements, into the wider context of the business. It allows participants to easily explore other contributing, or receiving, areas of the business. It opens up new possibilities and highlights further requirements that typically get missed in traditional discovery sessions.

Understanding this wider context ensures that the business considers how appropriate these processes are for the technology that’s coming. It shines a light on changes, both process and organisational, that need to be made in order to make the implementation successful.

For the implementation partner it allows them to build a more complete solution and deliver more value to the customer. They understand the customer’s business at a much deeper level and therefore develop a longer and more meaningful relationship as trusted advisors.

Win win

Using a digital discovery approach is a win-win for both tech implementers and the receiving customers. For the implementers it allows them to grow with their customer over the long term and become a real value adding partner. For the customer it helps ensure they realise their return on investment quicker and grow their business faster.

If you would like to try Skore Digital Discovery request your free trial here.

Digital Transformation in Construction – Keep it Simple

Digital Transformation

Digital transformation is on the mind of every leadership team across all industries, not just construction. But what is digital transformation? A search online will return mountains of articles, research, opinion pieces and many more all describing wildly different descriptions.

You’ll hear about the customer journey, digital first interactions, reducing friction etc. A lot of what you read about will be from the retail industry or finance, disruptive business models and so on.

From a construction perspective how do you make sense of this all?

Digital transformation in construction

Today digital transformation is relative and depend on your industry as a whole and where it sits in relation to digital. It is about where you are today, your starting point, where you are trying to get to and how you can use digital technology to get there. In essence it’s about improving productivity, profitability, experience, automation and, perhaps most importantly, innovation.

In that sense it’s no different from any sort of industrial improvement technique that has come before. Except now the pace of change in digital technologies is so high that you need a new capability in your business that can keep on top of it and continuously implement the latest innovations.

Back to basics

For construction it will come as little surprise to most in the industry that things still tend to happen largely on spreadsheets. Even basic task automation found in other industries will be completed on spreadsheets and shared via email in construction. Files are still stored on shared drives and approvals are made with wet signatures.

Given this starting point I’d urge anyone considering digital transformation in the construction industry to not get carried away and take advantage of the enormous opportunities for improvement right in front of them.

Tools for creating simple workflows, with approvals, controlled document storage and mobile friendly are readily available and easy to use. More traditional Enterprise Resource Planning (ERP) tools are easier to use and easier to configure than ever before. Most tools nowadays include some sort of Application Programming Interface (API) that allows it to connect to a variety of other tools so you can reduce data entry and emails.

However, given how easy to use and accessible these tools are it’s very easy to implement the wrong thing in the wrong way. And that’s where this new capability comes in.
Digital Discovery for digital transformation

Creating, or configuring, automated workflows may seem easy, but to do so in a scalable and future proof way requires a bit more skill. It’s important to consider the wider business to understand how this new workflow fits in. What are the inputs required, what outputs are expected, who will do it, what is the escalation path when something goes wrong, what is the data model required, who else needs to know?

Using a digital discovery tool such as Skore will make this much easier. It will allow you to rapidly build a model that describes how your business works, where the gaps are and answer the questions above. You can use this model to build and test your new automated workflows before you roll them out to your team.

Infact digital discovery is best started before you’ve even selected a technology for your transformation. The model produced will form the requirements for that system and can be used in the vendor selection process. Simply take the model to the different vendors and ask them to show you how they would deliver it.

Successful digital transformation

In construction, successful digital transformation is all about being aware of your starting point. Don’t try to over think things, or build something that no one would recognise. Keep it simple, identify the things that can be easily automated today that will have the largest impact on the business.

There is a lot you can do right now to reduce risk and increase productivity, simply by getting rid of those spreadsheets.

If you would like to learn more about how we can help you on your digital transformation journey please get in touch.

My top 3 tips for awesome Digital Discovery workshops

Workshops haven’t moved on in the last 20 years

When you mention workshops to most people they’ll think of standing around brown paper with pens & post-it notes, talking about the same thing over and over and over. Tough sessions. The more arguments there are, the better the workshop.

Of course, this is a generalisation and as Digital Discovery Tools are growing in popularity, I’m going to share my top tips to make the most of this new breed of software.

Why use Digital tools?

People love post-it notes right? You don’t get the same engagement looking at a screen?

Wrong. Paper-based approaches aren’t slick, moving dozens of post-it’s around because you’ve suddenly remembered a step is a daunting task. Plus, rolling up the paper and spending days translating them into a digital format results in two major problems:

  1. Workshop output has a half-life. The longer between the workshop and the delivery of the output, the less impact it has
  2. It’s very difficult for one person to successfully translate what was captured into an accurate representation. Couple this with the time it’s taken, you lose engagement as people don’t relate to the output

My Top Tips

Over the years, and countless workshops, I’ve learnt the hard way. Here are my top tips:

  Use a common language

Even if you’re clever enough to have learnt BPMN, no one is going to be impressed with your use of connector symbols, diamond, squares, etc… Keep it simple, people don’t want to have to learn a whole new language to engage in the workshop. Learn more

  Don’t jump into the detail

It’s all too tempting to spend hours focussing on one part of the problem. You’ll get a far better picture if you start at a higher level, then break it down into the detail as needed. It also means you can get the right people in the room at the right time.

  Share it instantly

If you’re doing it right, the content should be shareable by the time the attendees are back at their desk. You want them to be able to review it whilst it’s still fresh in their minds, make that comment, ask that question. Also, they’re more likely to share it with people that didn’t make the workshop, gaining a wider level of feedback. Learn more

Using a Digital Discovery Tool, and my tips, will help you engage on a whole new level. You’ll be able to get to answers quicker, demonstrate instant value and move the audience onto the next stage sooner, be it future process improvements, system implementation, or something else.

 

Want to learn more about using Skore for Digital Discovery? Request a free trial

Historian or Visionary… Which are you?

Anyone who has ever bought their own home can testify that it can be exciting, often frustrating, more than a little scary but, ultimately, immensely satisfying. Of course, that assumes everything goes according to plan. In simple terms, it’s something of an emotional rollercoaster.

The Retail sector is raising customer expectations of Housebuilders

If you’re in the business of selling new homes, you will be acutely aware of how changes in consumer expectations within the retail sector, are now reflected in the expectations of homebuyers. Consumers are no longer willing to ‘hope’ for a good experience, it is expected – whether the purchase is a mobile phone or a new build home. And if we don’t get it, there are plenty of communication channels, such as social media, where our displeasure with your brand can, and will, be amplified many times over!

When you consider these facts, it amazes me that sales teams still rely on backward looking metrics to measure their success, or lack thereof. By that, I mean focusing on things that have already happened, or gone wrong!

Number of completions, revenue and profit are all important measures, but they can only be measured AFTER the event.

At the other end of the sales process is the opportunity pipeline. The part where potential buyers that have shown a real interest and ‘qualify’ as your company’s definition of an opportunity. Some of those will drop out and some you’ll win. There’s probably a percentage calculation based on historical sales data that is used to set your sales targets.

Reflect on the past but FIX the future

What neither of these actually do, is measure anything which might predict if something is about to go wrong during the sales cycle. The first indication is typically when the buyer raises an objection, or it becomes clear the build won’t be delivered on time. You are now in a position where the damage has been done, it’s too late to mitigate the issue and your only option is to try and appease your buyer.

Revolutionise your processes to transform your customer experience

So how can you move from Historian to Visionary and identify measures that will tell you when something might go wrong before it does? How can your organisation sense and respond to potential issues, address them early and provide a better customer experience throughout the process?

The build process is complex and, typically, out of control of the sales team. However, having an integrated, end-to-end view of the whole process allows everyone, including your sales team, to see the key stages along the way. The Skore approach enables your organisation to build such an integrated model in a way that is easy for everyone to follow and understand.

By bringing different, but related teams together, the Skore approach clarifies who does what, and when key handovers of responsibility occur. The whole process becomes transparent and teams can identify points of critical, mutual communication. These are the points where potential issues in the build process should be communicated to the sales team early enough for them to do something about it, before the customer experience fails.

Measure what matters

Another unique feature of the Skore approach is in the way it makes you focus on the value added by each step of a process. These are the steps which often make great performance measurement points as they occur throughout the process, not just at the end.

Identifying and measuring indicators of success throughout the process means that you look to the future outcomes much sooner.

Using this approach, when certain parts of the process aren’t delivering as expected, these measures will act as an early warning of a potential problem that can be investigated and resolved and gives the sales team a heads up to communicate with the customer and manage their expectations.

If you’d like to learn more about how you can use Skore to build a sense and respond organisation and deliver a better customer experience, get in touch.

Are communications with Head Office causing problems for your business?

Have you ever heard someone say, “We know this doesn’t work well for us / our customers but Head Office make the rules and don’t listen to us”?

For example, in a shop where the stock levels are inconsistent. Or by a service provider where the member of staff isn’t empowered to make the changes that would improve customer experiences? How do you resolve a problem like a breakdown in communication between head office and remote sites?

In fact, communication breakdowns aren’t restricted to multi-site businesses. The problem can just as easily happen between teams on the same site. Or between the business and its suppliers and/or customers.

In our line of work, we hear this problem cited all too often. It’s especially common in multi-site businesses where teams simply don’t get the chance to interact on a day-to-day basis. However, it’s also a frequent factor in other businesses too, companies that are growing rapidly, where each team is focused on a specific objective or companies that haven’t changed in a long time even though the environment around them has.

When communication breaks down, or is perceived to have broken down, the result is a duplication of effort, rework, mistakes and a general lack of trust. All in all, not a recipe for a high performing business.

Before you jump ahead and start looking at which of the many available solutions you are going to use to improve collaboration, and therefore communication, STOP!

It is critical that you understand the root cause of the problem first. Once you have done this, the solution may be far simpler, and therefore less expensive to implement, than it initially appears.

A recent project saw the Skore team working with a client where two teams were doing the work that really belonged to one. Team A was the rightful owner of the work yet nearly 50% of it was being done by Team B.

Team B weren’t properly trained in the task and didn’t really have the time to do it. When things went wrong, Team A often got the blame. On top of that, many individual tasks were, unwittingly, being duplicated by both teams.

By the time we were engaged to help, trust was at a dangerously low level between the two teams and was adversely impacting their effectiveness. We started by mapping out the end to end work that both teams were doing. By using a simple approach, that enabled everyone to take part, the teams described the key activities, who owned them and the value each activity brought to the process.

These sessions were immensely powerful in stripping out any emotion attached to the inter-team relationships and allowed everyone to describe the work as it should be done. As we mapped out the steps and interactions, ownership was clarified as was, more importantly, the key interfaces and what was expected of each team.

It turned out that a member of Team A had moved to Team B over three years before. During a busy period, that employee was asked to lend their experience, temporarily, to Team A. However, that situation went on much longer than expected. When the employee eventually moved on to other things, they trained their replacement and included the additional work ‘temporarily’ being done on behalf of Team A.

Over time Team B had absorbed this work without question. Team B thought they were doing it because Team A weren’t capable. Team A thought Team B were deliberately taking their work because they didn’t trust Team A to do it properly!

The client had engaged us to help them capture requirements for an upgrade to one of their systems. A change that would alter the way aspects of their business processes worked. During the workshop we captured the necessary requirements, realigned the teams’ processes, roles and responsibilities and, as a result, dramatically improved trust and communication.

Using the Skore approach it is common to identify hidden problems in a business. And once a problem is identified you’re halfway to a solution. But when people are unable to articulate the problem, can’t see the root cause clearly, or aren’t empowered to challenge, problems will often be put down to communication and trust issues. In turn this can lead to accusations of poor workmanship when in fact it’s simply a broken process.

Don’t let a lack of trust or good communication damage your business.

Contact the team today and arrange a FREE, no obligation call to find out how the Skore approach can ensure trust, teamwork and communication is alive and well within your business.

Asking WHY can save your business a fortune!

As a consultant, one of the most powerful questions in my ‘toolbox’ is “why”?

Why do you do that? What’s the value?

It forces you to think beyond the superficial and dig into the real meaning of a piece of work. To understand what it ultimately adds to your business or customer.

It’s easy for me, to turn up at a new client’s premises and ask those questions. But why don’t businesses ask it enough of themselves?

What do you do to ensure you constantly challenge yourself and every person in your organisation, to consider the value in all that they do?

Asking ‘WHY’ is a great example of how the Skore approach consistently helps businesses using it, stay at the top of their game. It challenges team members at all levels within a business, to think about what they do and why. To always challenge the status quo and ask;

  • What value is this process adding to the customer?
  • How does each step contribute to that value?

When I am training clients teams on using the Skore approach, I often find the following anecdote highlights the importance of asking WHY.

Several years ago, I was working with a large construction and services company helping them define a standard process for a back-office function. A mundane but necessary step in their wider improvement programme.

In one session we started by capturing all the key steps in the process. These were displayed, in the order that they happened, on the screen for everyone to see. The room was full of heads nodding in agreement. A great start!

I then started to walk the team through each step, asking “why does this step happen?” or “what value does this step bring?”. As we moved through the steps it generated some great discussion and opened up a whole bunch of improvement ideas for the future. Ideas I duly captured and shared with the client team later.

Eventually we arrived at this innocuous step “produce weekly reports”. Again, I asked the question, “why do we do this?”. The team turned to look at the person who had described the step. “So that the weekly reports are produced?” was the response.

Hearing the past tense used to describe why something is done often rings alarm bells to me as it usually suggests that there’s little, or worse, no value in the activity. It’s hard to articulate, and isn’t always the case, but is a pretty good indicator that we need to try a little harder to uncover the value. I tried again, this time “OK, what do you do with the report once you’ve produced it?”

“Print it out and file it in the cabinet at the end of the office” came the reply. At this point the colleagues all looked at each other. My next question, “does anyone use that report?” was met with a sea of blank faces.

After investigation it transpired that this person was spending three hours every week producing these reports. The reports were filed away and never looked at. What’s more, we found no compliance reason for them to exist.

It turns out that when the colleague had joined the organisation 18 months before, their predecessor had included this activity as part of their job handover.

In that time over 210 hours had been wasted and if we hadn’t caught it, many more would have followed!

Through the application of the Skore approach, the identification of these types, and levels, of waste are commonplace.

Traditional methods of process improvement require a high level of discipline to apply it correctly, or alternatively, for a consultant to come in and do it. The more commonly used approaches to capturing and visualising ways of working don’t generally ask “why” at each step and therefore improvement opportunities, such as those described above, are easily missed.

It is for this reason that we built the “why” questions directly into the Skore platform.

When Skore is used to define and describe work processes it routinely asks;

  • What happens?
  • Who does it? and
  • Why?

If the questions are not answered, they remain visible until the are completed, acting as a reminder to investigate and understand them fully at some later point during the process.

Want to learn more about Skore? Request a Demo today!

Don’t let hidden costs damage your profits

When a business is embarking on a project, that will fundamentally change the way the organisation works, there are a number of steps to go through in order to properly identify the business aspirations and to understand exactly how change will impact the business. But these projects don’t tend to focus on finding hidden costs.

Typically, when the Skore team are called in to support this type of transformation project, our client will already have a specific goal, such as implementing a new Enterprise Resource Planning (ERP) system or Customer Relationship Management (CRM) application.

As a client you will have acknowledged that you have recurring problems, often including; the duplication of effort, repeatedly making the same mistakes, or simply not being able to keep on top of things with your existing working practices. But what other hidden costs might be lurking in the business?

Perhaps the system being implemented promises a new feature that will allow you to exploit a new process – for example, a client recently benefited from the introduction of an online chat widget, meaning that customers were able to interact directly with the support staff through the website.

In 2017, we published this article How we saved 80 days of waste during a system implementation. This project saw our client, a tier 1 engineering company, implementing a training administration system to manage the multitude of internal and external training courses they offer.

With well defined goals for the system implementation, Skore was selected for gathering the requirements. During the early project stages of the initial requirements workshops, we quickly identified the aforementioned extra 80 days of hidden cost!

Using that article as the catalyst, we decided to review other projects we’ve been involved in and see what additional benefits we helped our clients achieve.

Another client engaged Skore to support the definition of business processes in preparation for the implementation of a new order processing system. During the definition phase, we once again identified a number of improvement opportunities outside the scope of the core project, including time savings in the processes for ordering, stock management and returns.

The Skore approach also helped the team identify areas where data duplication was taking place. By addressing these instances, further time efficiencies were achieved through the reduction of duplicated effort and rework.

In our third example, the project looked at the clients’ product development process. A key factor in using the Skore approach is the detailed understanding of the interactions between all interfacing processes, people and technology. It was within these interfaces our client identified additional pain points that were adversely impacting their customer experience. The additional value added by Skore was being able to assist with resolving these problems outside of the core project.

This is just a small sample of our projects. However, our ongoing review process found one common theme – that additional benefits are consistently being identified outside of the defined scope of our projects.

What is most surprising, is that in virtually all cases, these unexpected benefits represent a significant cost saving to the client despite never having previously been identified. In fact, the teams were often not even aware they had a problem until the Skore approach was applied.

This is why the use of Skore tends to grow within organisations. After its initial introduction as a tool to support the delivery of a specific project, its value in identifying additional, or unexpected, benefits soon becomes clear. Skore can easily be applied to other parts of the business in order to optimise working practices, reduce costs, identify new opportunities and, in turn, increase profits.

To find out more about how Skore is helping organisations transform their performance and customer satisfaction, take a look at our case studies.

Or, to discuss how Skore could be applied to your own business, leave your details for one of our transformation specialists to arrange a call.

Case Study: How Skore Helps Mental Health Services for Children and Young People

Improving Placements for Local Children and Young People in South London

In 2017, a partnership of three NHS Trusts in South London embarked on a New Models of Care pilot in order to improve the experience of children and young people requiring inpatient placements in Mental Health Services. The partnership sought to reduce the distance that many children and young people, and their families, have to travel to these placements. The further from home a placement the greater the impact on the wellbeing of the patient and their family.

Change Platform Consulting led a series of workshops to understand the current state situation, develop a vision and then design future state processes. The workshops were facilitated using whiteboards and sticky notes along with Skore for the process capture and design. The team found the Skore approach both challenging and hugely valuable. The simple structure of the Skore approach challenges a team to not only describe WHAT happens but also WHY it happens. Furthermore, with it’s advanced RACI modelling, it asks WHO DOES the work, WHO OWNS the work and WHO ELSE needs to be involved.

“The team found the Skore approach both challenging and hugely valuable.”

These simple questions drive the discussion to the heart of the challenge a team is dealing with. It helps uncover problems within a process, it highlights misunderstanding, duplication and rework. All things we are looking to resolve or reduce in order to deliver a better service.

The Result of Skore Led Collaboration

In this phase of the programme the Skore approach helped the team model out different scenarios and make informed decisions about the best design moving forward. But more importantly it helped them address challenges in their existing ways of working and make immediate improvements even before they started implementing a solution.

As a result of these initial workshops the partnership saw a 75% reduction in the number of children and young people, from South London, staying outside the area. Across the partnership’s inpatient wards the total capacity used by local children and young people increased from 52% to 90%. The improved ways of working in this area also contributed to a 12% underspend against budget. All in the first 9 months.

These results demonstrate how the Skore approach and platform continually delivers value above and beyond the original project goals. It brings teams together and breaks down barriers in understanding very quickly. It delivers digital process discovery and analysis quicker than the competition. It forms the perfect basis for educating the workforce on the impact of changes to their ways of working. And helps you identify unexpected improvements.

Find Out More

To learn more about Skore and how it can deliver better outcomes for your organisation speak to one of our transformation experts here.

Change Platform Consulting is a specialist consultancy supporting clients to successfully understand and deliver strategic impact in the most complex of change initiatives. With significant experience in multi-organisation health and social care service change and transformation, they provide a range of services that support clients in people orientated change linked to strategic initiatives. Download the full case study here.

IDEFlite

Why do we need IDEFlite?

IDEFlite is the perfect way to communicate how a business process, and any underlying automation, is going to work between technical and non-technical audiences. This makes it an ideal point of reference throughout a project.

Audiences can use it to describe ideas, changes and potential issues in a way that reduces misunderstanding.

Unlike the typical flowchart modelling techniques, found in technical developments, IDEFlite is ideal for creating a high level view of a business process. It does so in a way that is easy to understand for anyone who needs to look at and comment on the model.

 

What is IDEFlite?

Based on IDEF0, IDEFlite is a simple, yet powerful, way to model activities, workflows and activities. It’s simple in that it uses a very limited notation which makes it easy to read for anyone.

While being very simple it can be used to describe extremely complex scenarios using decomposition. That is, every single activity can be described in more detail whenever required. Without the need for a complex library of descriptors.

When compared with IDEF0 one can see the primary difference is that IDEFlite does not make use of Controls and Mechanisms. Instead it focuses on Inputs and Outputs while including a human role.

How does it work?

The Building Blocks

 

Work is described as activities.

Every activity should have at least one input and output to set the scope of the work. All work should be owned by someone in the form of a supporting resource.

Activities are Linked Together

Work activities are linked together to form flow diagrams (processes).

Activities are Deconstructed to Form Hierarchy

Work activities can be deconstructed thereby creating a new detailed view of that activity. This forms a hierarchy of detail linking high level activities with low level tasks.

This is done when it is necessary to describe an activity in more detail. For example during a conversation about how something works. If the current flow does not adequately describe a particular interaction the user can take that step and create a detailed view.

Each level of detail is a new diagram, together this collection of hierarchically linked diagrams is a map.

Skore natively supports the use of IDEFlite, why not request a demo to see how.