Identify the IS Process steps for the purpose of developing a Cross-Functional Process Map of the current process.
It will take approximately 4 to 5 days to complete each key activity and a total elapsed time of approximately 2 to 4 weeks to complete this sub-process.
In this sub-process you will gather data through interviews to build a draft Cross-Functional Process Map of the process to be improved. You will keep track of perceived Disconnects for reference during the IS Validation Session.
Interviewers and interviewees prepared
Data required to develop a Cross-Functional IS Process Map and list of perceived Disconnects collected
Cross-Functional IS Process Map that includes performance data drafted
- Plan to conduct one-on-one interviews. However, you also may consider using small group interviews (if required because of time restrictions) or telephone interviews (if distance precludes a face-to-face meeting).
- Important: During the interview process, you may hear Disconnects perceived by the interviewee-be sure to make note of these.
- If any of these perceived Disconnects are not surfaced by the Design Team during the IS Session, be prepared to ask about them as possible Disconnects.
- Disconnect information from individual interviews should be considered confidential and shared only with other Facilitators on the project.
- Important: During the course of each interview, map the information provided by the interviewee to help speed the documentation process and involve the interviewee.
- The Cross-Functional IS Process Map should be as accurate as possible for the level of detail you choose to depict. Design Team members may consider the map to be inadequate if they believe more detail is required.
- Plan to ask questions about the organization and cultural strengths and weaknesses-you'll want to resurface these strengths and weaknesses during the development of the Implementation Plan.
- Schedule time to ask questions about the roles and job responsibilities within the organization, as well as the number of people in the organization or department. You'll use this information later to complete the Stakeholder Analysis that will hold the personnel data you'll need to refer to for implementation planning.
- The interviewee selected is not able to provide the information you need. In this case, shorten the interview by focusing on macro-level process issues. Determine who is the appropriate person to interview from that function, and schedule the interview.
- Interviewees do not show up for interviews or do not cooperate with the schedule. Refer such problems to the Process Owner for support and enforcement. You may ask yourself: "Is the business issue being addressed by the project really critical?" If this problem persists, you may need to have a discussion with the Process Owner.
- Interviewees do not perceive or are unwilling to share any organizational weaknesses-this may stem from a hesitancy to "air dirty laundry." Not having a clear and current picture of the organizational culture will minimize the effectiveness of future change management plans. Interviewers can use the Organization Style Assessment Tool to identify questions around specific areas that may need probing.