a1sx2_Thumbnail1_Facilitator-2013-09-07-at-12.02.56-PM.pngYes, Business Process Improvement Facilitators need to know group process skills, but that is not all. Four categories of skills are listed below. (Note Part 1 of this blog covered what a BPI Facilitator does, why they are needed in addition to the Project Lead, and what responsibilities they have and don’t have in a BPI Project.)

General Facilitation Skills

  • Guiding group sessions with departmental, cross-functional, or external groups
  • Interactions and presentation to senior management
  • Conducting face to face and virtual meetings
  • Planning, conducting, and following up for meetings
  • Managing group dynamics
  • Managing the process, and staying out of the content
  • Staying neutral, while listening, building trust
  • Moving the group toward the meeting objective

BPM Methodology Skills

  • Building a charter
  • Process Modeling with large groups
  • Building process diagrams with software tools
  • Using techniques for process analysis, and process design
  • Identifying and gathering data
  • IT collaboration and coordination
  • Which BPM tools and techniques to use and when
  • Using a shared repository
  • How data integrity and data management is important in the process
  • Where integration with other applications is needed

Interpersonal Skills

  • How to keep the project on track with the Project Lead
  • How to assist in change management

Political Skills

  • Identifying red flags in the BPI effort and addressing them with the Project Lead and Process Owner
  • How to work with the culture
  • How management is important to the process and how to engage them
  • Where integration with other divisions/functions is needed

Tips for the BPI Team Facilitator

For Building the Charter

  • The Team Facilitator and Project Lead should be talking with the Process Owner, and if possible the Executive Sponsor.
  • Provide a completed template example ahead of time.
  • Plan for 60-90 minutes and get it done in that time.
  • Follow the template sections during the charter.
  • Don’t let the Process Owner talk about challenges for more than 5-10 minutes
  • Don’t let the Project Lead get into the weeds when doing the high level map.

For Doing Current State Process Diagrams

  • Start with a single instance (use case) of the current process and map that. Doing multiple instances at one time creates spaghetti diagrams.
  • Use I-4 Lists as a parking lot to stay on track
  • Keep asking “What happened next?” to help the team stick to the instance.
  • Get everyone engaged- contributing to the swim lane model, or adding to the parking lot I-4 Lists.
  • The purpose is to finish the model (in 2 hours or less) not to get it perfect.

For Selecting Which Analytical Techniques to Use

  • Do the four required techniques (Read my blog for more details, We’re Done Process Modeling. Next is Optimization –WRONG)
  • Then see if other techniques are needed based on the Process Owner’s Improvement targets.
  • Get quantitative data and use it.
  • Build a Visual Analysis Model to bring the analytics to life. Process Owners and Executive Sponsors love them!

For Doing Facilitation in a Virtual Environment

  • You must share documents on screen so everyone can see them.
  • Build documents on screen as well.
  • Allow a bit more time for the work, and keep the total session to 2-3 hours maximum.
  • Do a roll call of participants to start.
  • Use chat to get responses from multiple participants.
  • Participants should tell the group if they are leaving the meeting for a few minutes.
  • Call on people to make sure everyone participates.
  • Have roles for small groups to present work or do work offline.

Want to learn more about the Team Facilitator role and all the roles in a BPI project, as well as what BPM Methodology will make the project successful? Register for my online workshop, Analyzing and Optimizing BPM Processes, Nov. 20 and 21, 2013 or Starting and Organizing a BPM Project, February 2014.

Shelley Sweet
Author: Shelley SweetWebsite: http://www.i4process.com/
President, i4Process

Shelley Sweet, President of i4Process, Inc., is a leading BPM expert with over 20 years of experience. She has educated hundreds of individuals and organizations on how to better develop and manage their business process improvement projects through her successful consulting engagements and popular training workshops. She is the author of The BPI Blueprint: A Step-By-Step Guide to Make Your Business Process Improvement Projects Simple, Structured, and Successful (Cody-Cassidy Press, February 2014). She can be reached by email: [email protected], phone 650-493-1300, or visit her website at www.i4Process.com

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