Don’t Stop with Diagramming the Current Process: Analyze It (Part 1)

There are probably a hundred analytical techniques for improving a business process, but four are required and swim lane analysis is one of them.  (For more information on the other three see my blog, “We Finished Modeling Our Processes? Next is Optimization–WRONG “)

After creating the charter, and selecting the sponsor, process owner, project lead, facilitator and team members, one of the first things the BPM team does is model the current state process using a swim lane model, also called a cross functional deployment model. This is a process diagram showing the steps and decisions/gateways in the process by role.   This task in itself can be eye-opening and motivating. (See other i4Process blogs,
Isn’t There a Simpler Way to Model a Process?” and “Which Process Improvement/BPM Diagramming Notation Should We Use?” Parts 1 and 2 for more information.)  While diagramming the current state employees see the whole process, note how their part impacts another part of the process, identify current problems, and suggest improvements.  They also learn the basics of diagramming a process and how to use the notations and communicate the flow, steps, and decisions with them.


But the ‘As Is’ process diagram provides much more.  It is a picture of the process, and the picture can be worth a thousand words if you look at it as a team and talk about it.  Begin with this question first:

What does the current state process diagram show us?  Let team members answer with what they see. 

Here are some possible answers:

  • It shows us who the players (performers) are and how many there are.
  • There are a lot of handoffs.
  • We have a lot of different applications interacting with the process.
  • We waste a lot of time getting signatures.
  • There are a lot of approvals in the current process.
  • We have some things we could do to improve this process right now.
  • And so on…

I write this list down for all team members to see or just let them offer random comments and keep them contributing by saying “anything else?”

But now take this list and formalize the analysis of the swim lane. For each element that the team raised and a few others you have noticed yourself, ask the next level of question. For example:


We do have a lot of players.  Are any of them duplicative?  Could we redistribute the work to reduce the number?  Could we train the employees so that multi-skilled employees could do more steps?  Example:  I had one manager say to me about the swim lane, “So much of this work flows through this one role, and yet the role is really just a pass through. We could eliminate that role in the process and send the information directly.”

Four more ideas on swim lane analysis will come in Part 2.

Want to learn more?  Sign up for my live-online BPMessentials workshop, Starting and Organizing a BPM Project (June 18 and19, 2013) and Analyzing and Optimizing BPM Processes (July 30 and 31, 2013)  Find out how to build high level maps with process owners and project leads, how to write a charter in 90 minutes, how to get the right members for a BPM team, how to document process models in the BPMN standard, using the free ITP software, how to use the 4 required techniques to analyze processes, and creative ways to build optimized processes

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: ShelleySweet@i4Process.com, phone 650-493-1300, or visit her website at www.i4Process.com