Preparing for Process Improvement

When preparing to meet with the team for the first time to engage them on process improvement, like any good analysis work, we want to start back at the beginning and have a good understanding.

Now, many times what happens in our line of analysis work is that you'll find yourself in a conversation about process improvement because you had a great prior conversation about something else with a client. You then shared what a business analyst is and the value we provide. And they were so excited to meet with you and talk more about what their team does and how you could help them.

Now, as much as they like you, it's about your results.

That's where we want to focus. And so that same concept applies to the discussion where you want to ask them "What results are you looking for?"

Asking things like "What do you wish was happening?" "What is not happening today?" and why do they need it to? And then, of course, ask some good why questions. "Why is this a great option over other things?" "What else have you tried? "

You're seeking that understanding of the organizational context of what you are walking into so that you can provide valuable results. As you get going with these good questions, then switch to conversations about their department and team. Understanding their team and who you have to work with can be very helpful, especially if you are a team of one. I love getting to help organizations, but there's only one of me. I might ask some questions about the entire team, but not just in who they are and what they do, but then what is their perspective on this effort? Do they care about process improvement? Do they like using technology? How have they responded to other ideas on process improvement? Would they be willing to help me perhaps? One of the greatest ways to help any change stick is to find your change champions. Too often you as the business analyst are so passionate and energetic and you bring that required energy teams need to shift from current processes to future models. However, you don't want all that good effort to simply go away just because you are no longer there cheering them on. You want changes to stick. Again, it's about the results, not just what you do or how you do it. The results are first, but then how you make them feel, of course, will be how you get invited back again.

So in my preparation work, I definitely ask about the team to see if we can instill some "change champions." And of course, remember that with the person who scheduled the meeting, they were excited and energized to do more. Like, instantly observe that this matter is a priority to them because they made time for you to meet and discuss. And even their time to coordinate the team to meet you. But then when you meet with the team, can they continue that same dedication? That's a great question to ask. So again, you know what kind of work you have cut out for you by asking these great questions BEFORE you dive into the exciting work.

Now, if you're like me, you can hardly wait to dive right into the actions. As you get towards the end of your meeting, you may feel compelled to immediately say, "All right, here's what I'll do next." And this is great, because they want action. They want energy. That's why they hired you, right? But pause and ask yourself:

• What information would make your job easier?

• What would help you deliver those results faster?

• What questions have you not asked or still remain unanswered?

Those are the first action items as we want to ensure we have as great an understanding as possible before we dive head first into unknown waters. So leaving from an initial kickoff meeting often one of the best things to do next is schedule time for you to SEE the processes in place. Now, this might mean we need to identify or prioritize the processes of highest importance or maybe the biggest impact area to consider analyzing first. But also, don't be afraid to ask for something simple to give you that quick win.

I love going and job shadowing and doing lots of observation of how things are working in the office today, with a two-part goal. First, to understand that big process, to get a better clarity and vision of what currently is happening and what needs to happen to drive home success on the key process, or that biggest impact area. However, my secondary goal when going in for observation is to look for those quick wins where I can teach and educate the staff on how this process improvement thing works, I'll get greater buy-in and trust when we can do some little things, and, more importantly, get them to make little changes, and they immediately see and get the benefits of the results of those small process improvements. If I can identify some great, quick wins, I'm also showing my value back to the sponsor of the effort. They're seeing that just a few minutes of having an outsider's eye critically analyze the work, the processes, and everything around it, can yield great results. So thinking about those quick wins and how fast I can show results are my objectives for after the meeting. That means in my prep work, I need to walk backwards and think about what questions need to be asked during the meeting. Or simply articulate what information needs to be identified so that you can dive right in after the discussion.

If you are thinking about the onsite work, then having a list of questions to be answered can really speed the coordination of events. Obviously you will need to know about work schedules. Does everybody work in the same location? Do they work remotely? What technology tools do they use? And simply start a list. If you do this work more than once, then each time you are adding more and more questions to the list. I've got a great list of questions to even think about process improvement I share here as I keep coming back and using these questions over and over again. And even your AI notetakers, like I love my Fathom, because it will highlight what questions I ask during a meeting so that now I can add them in my toolkit for future efforts.

What I hope you will love about this whole process as much as I do, is that you stop worrying about having the right answers and trying to look good versus having the good questions and helping them see their own opportunities.

The more you can facilitate a dialog that gets people excited and energetic and shows that passion that they truly have for the work and wanting to improve, the more you know you are engaging in a successful endeavor.