Reprint please indicate the place, pay attention to me please click: Http://weibo.com/heidixie the "Business flow chart drawing process sharing (a)", this article will be the middle of the fourth part of the previous section-how to draw business flow chart to expand more discussion. Originally finished, I found that there is not much need to simply discuss this part of the content, because for many people, lack of concrete practice, but to do the meaning of this matter and the goal of clarity. Once you have a strong understanding of the meaning and purpose of this matter, it will naturally generate greater motivation to study the methods and skills required at this level. Time management is also so, a lot of time management skills may not be able to put time management in place, because the heart can not overcome the strong procrastination, and overcome procrastination is a lot of time is a psychological problem rather than skills problems ... Cough, is this not about me? 6 key issues in the presentation of business flow diagrams that's a long way off, pull it back. So why also specialized Dog (well, the original is not necessarily sable, idioms limited, temporarily make it), and come to such a how boring article? Because after the article, Heidi did receive some emails in the mail, asked the business flow chart of the specific Operation guide-this thing is very good, this thing is very useful, but it seems that the last article is about the "truth", but how to do? What should I pay attention to? ...... So just share it. But in the writing process, I found a big difficulty in collecting and collating more vivid and typical cases. You can't use actual cases in your work, but it's hard to find the right place for a short time. So I am not satisfied with this part. I also hope that the people who read this article can provide more case-sharing. —————————————————-Split Line ——————————————————————————-1. The "Cooking Trilogy" of Business Flowcharts
Before drawing a business flowchart, think about how beautifully, how to interact, what tools to use, should not be the focus. The real focus is on gathering the key elements of the business process diagram. Try to answer the following questions, or don't start drawing a flowchart: What is the starting point of the whole process? What is the endpoint of the entire process? Who are the roles involved throughout the process? What do you need to do throughout the process? (But a meeting, can be a task) are these meetings and tasks optional or mandatory? What documents are produced separately? It's kind of like a brainstorm that can help you get the raw materials you need, and with these "rice" and "water," you don't have to worry about cooking. In project management, last month, we also tried to standardize a data product design and development process. This is a data product project, and none of us are very experienced people. So we called in all the relevant roles and organized a brainstorming and card classification hybrid application. Let everyone brainstorm the nodes that they think are necessary in the project, such as "demand research", "Requirement Analysis", "Kick off Meeting", "PRD writing and Confirmation", "Data evaluation", "Technical Architecture", "Demo drawing", "Metric algorithm definition", etc. In the brainstorming process, the host will write these nodes to the whiteboard, and so when no new node is born, we together to classify the nodes. After that? Write these remaining really valuable nodes to the sticky spot and start sorting. In the sort process, a person can be led first, he will, according to his own understanding, put each node in a role-oriented lane, and design a sequential sequence. In the course of his work, the others kept asking: "What are the requirements before this task begins?" "Is this mission necessary?" Then adjust the order together. Nobody had any major objections until the end. Then take pictures as a souvenir. Then you can organize them into electronic documents, such as project or Excel versions (using Excel to manage projects?). However, the business process diagram and the processes in the above project are not quite the same: the various active nodes in the project have a broader configuration, task A and task B are parallel or serial, if the team members agree, can be adjusted, and try more. So brainstorming can be used to brainstorm a more reasonable process. and the business flow chart of carding, there are two kinds: one is based on the reality of the business process to reflect the real. This is obviously not a result of your team being able to yy. More need to go to the real environment, to research, to comb, to confirm. The other is based on process optimization, and when you have mastered how the current process reality works, based on analysis, discussion, the ability to determine where the process is unreasonable, give a better or more efficient, less costly new process-maybe you want to add a department, or you need to cut a link, or inA number of steps are used to replace the newly developed system. In short, most of the time, if you want to do a second flowchart, you must first comb out the first. So, the first kind of flow chart that truthfully reflects is not to be hid. That being the case, it is unrealistic to be based on YY or brainstorming. We need to go to the front and grasp how the real business works. And most of the time, the more detail the better. How do you do that? Based on limited knowledge and experience, I can give the following suggestions: 1. Research--2. Comb present--3. Review Confirmation trilogy as shown:
2. Research-Ask the right questions, ask questions, ask a few more people
In addition to the issues beginning in this section to take into account, in fact, the investigation process is still who,what,why,how, and where the problem: who, in what circumstances, what to do, this thing need what preconditions, and output what, this thing where completed? To understand these problems, our investigation can be successfully completed. The performance of the flowchart, to answer these several questions: who--who? Department, role, Post what--What's the matter? Where did where--do it? In my business process diagram, where more representations are documents or systems, it is used to indicate the degree of informatization. For example, when we find out in the comb that there is a registration that is done in Excel rather than a business system, the where can be represented as an Excel document. What's the name of the document produced by document--? Also written, representing the transfer of documents, and later to carry out information, this human flesh document is also needed to be eliminated and replaced by the system. (Conversely, if this work is done in a system, where can be written as "personnel system", the document can continue to exist, that is, the system's form name: "Employee Registration Form") condition--conditions. Under this condition, the next activity can continue, that is, to represent the input and output of an activity by means of a logical chain connection, and the arrow pointing to an activity indicates the predecessor input condition for the activity. dicision--decision making. Some activities result in a conditional judgment that goes through different branching processes based on different judgments. For example, when you enter employee information, depending on whether the employee has been employed before, choose a different process, for already employed, select the previous work number without generating a new work number. Take a case (if not appropriate, please). Suppose you were instructed to investigate the business processes of two restaurants, with the aim of providing them with the highest-cost system for ordering meals. In research: 1. You can first ask the person who is proficient in the business process to explain the system to you. 2. Investigate the specific operation of the person to verify that he explained to you whether the overall and deviation. 3. Field observations and records (spend a bit of time traveling through business processes) are used in conjunction with each other in three ways. The first method allows you to first establish a system view of the general branches, but it is difficult to cut into the details that may arise. The second approach relies too much on the quality of the problem and the scenario where the problem is asked. There are many conclusions that are incorrect because of the wrong way to ask or ask questions. Then you need to use the third, in the observation of the verification. For example, you have now found a chef: what is your main responsibility? Hot dishes. Who gave you the menu? Our waiter. How does she offer you? She was in charge of the guest's order and then wrote a list and put it on the window. What's on the list? Table number, the name of the dish and so how did the guest order the cold dish? Well, there's a copy, just take one for the cold dish.Between。 So how do you get to work? From washing vegetables to cutting vegetables, always cooking is a person? Oh, no, I'm only in charge of cooking. When the menu is received, first of all, my assistant will carry out Zecai, knife to cut vegetables, so if there are several dishes can be in parallel. When you're done? Put it in the window, ring the bell, call the table number and the name of the dish, and the dish-teller will pass the dish. ...... In these questions, it involves the "order", "cut vegetables," zecai "," Cooking "," Chuan-cai "," serve "several activities, but also related to the" waiter "," Chef "," assistant "," Knife workers "," pass the vegetable "several roles. The order of the several activities is also more clear. Another restaurant business process is not the same, you also seized a chef to ask: What to cook, where is the menu? Printed out. Will all the dishes be printed here? Oh, only hot dishes are printed here, the cold dish, the wine will be printed out between the cold dish and the wine. Who is the printer operating? No one operates, it will automatically print different lists to us. ...... The following question, perhaps the chef did not understand, to ask a la carte. How do you order, please? Take the equipment, the guests ordered a few, confirm the good. After that? You can then print the menu. Will different cuisines be printed in different cooking rooms? Yes, we can print it in separate order. is to complete the order in the center printer. You can then continue to investigate the process of cooking and serving dishes. 3. Comb and Present
your research and observation gives you the raw materials you need to "cook". Role: Department, post, or person activity: what is the order of things: what is the order of doing these things: what is the situation and what do you remember about the flowchart elements we mentioned before? Review: The next task is not very simple, yes, as simple as filling in the blanks. The activity/event is filled in a set of rules that are determined by department and time two dimensions. This phase is monitors work, and you need to present the raw materials collected in the research phase in a more intuitive and straightforward manner. To be able to better review and confirm. Also prepare for future process review and optimization. In the beginning, the original collocation of pen and paper is still the best starting tool. You can temporarily ignore the aesthetic or reusable factors. But when you have enough confidence in the process to be presented, you can use software tools. 3.1 Decomposition of complex flow
It is impossible to put all the activities into a picture. "Business process is layered, which is reflected from top to bottom, from whole to part, from macroscopic to microscopic, from abstract to concrete logical relationship." Such a level of relationship is in line with people's thinking habits, which is beneficial to the establishment of business model The hierarchical relation table among the enterprise departments. In general, we can first establish the overall process of the main business process (which includes a large strategy for the entire enterprise), and then refine each of these activities, implement the business processes of each department, establish a relatively independent sub business process and the ancillary business processes for its services. "--from" Baidu Encyclopedia "business process entry for many new people, the business is the most difficult to divide the business flow chart level. First, make sure the scope of the business process you want to comb--with a large, rough key node--to tell the story in the scope of the business process is the top-level business flowchart. Your top-level business flowchart is a simple expression of the business global story, but be aware that the business as a whole is not necessarily the overall business of the company, but the scope of the business you define. For example, the chart below is the daily operation flow Chart of a restaurant, and if you define the business scope as a customer-oriented ordering and checkout process, then this is the top-level business flowchart. But if you define the operation of the entire restaurant business process, it is clearly a subset-does not include the restaurant procurement, supplier management, inventory management and other work. Second, start from the top level of business process decomposition, from coarse to thin. Top-level business flowchart of the carding principle: 1. Define the scope of the business global story. 2. Contains the key nodes within the range. And, when questioned about how a certain link does not exist, be aware that it should be included in that key node in the next layer of decomposition. For example, giving a 10 anniversary coupon should appear in the checkout node decomposition. The print list is decomposed in a la carte node. The preparation of child seats should be the reception of the seat link. 3. The key nodes of the top-level flowchart are not necessarily refined and decomposed, and the flow chart of level Two and level three can be generated. This depends on whether the "activity" and "role" involved in the node are complex. Then look at a case, the traditional production-oriented enterprises invoicing main business process decomposition. The orange represents the decomposed point, which can be decomposed into four layers. When we break down to layer fourth, we find that the activities and roles that go down are already very few, so there is no need to decompose them, but we can use the key nodes of layer fourth directly as the "activity" of the third-tier business process, not the sub flowchart. Of course, this is a goal that relies on your grooming business processes. If you are to the "proofing" link to optimize the analysis, you can continue to break down. This step-by-step work will help you create a clear process directory structure, as shown in the following illustration of the directory structure part of a project that has just completed a process comb. You can see the whole picture is the top-level key node, as the boss, may only look at this layer is enough. The following will do more for the top layerRefine the resolution. "H3. Sample Certification" in the top-level business process flow diagram, is only an "activity", and in its own refinement of this level, it will include detailed child activity level participants. 3.2 Common diagram of flowchart
I often use the first two lines of "activity", "judgment", "logical relationship line", "Start and End", and the second line of "Sub-Process" and "File/form". If you are not a symbol control, I suggest that these few will suffice. Among them, the "sub-process" diagram is a process that helps you to concatenate processes that can be decomposed, for example, when "a process" involves further "A1.1 processes" that need to be decomposed, you can represent "A1.1" in the "a process" with the sub-process notation. Then your readers will understand that to learn more about "A1.1″ should refer to another flowchart." Common structure of flowcharts: show you some cases: a flowchart that basically contains most diagrams: Document Address: http://www.ais.npic.edu.tw/ais/971%20materials/DfdSfPm_20080724. PDFs use only a few simple flowchart diagrams (the Taiwanese document is called a program diagram), but the program here does not refer to a computer program, it's a process, it's just a process between tasks, so it's not weird to use a very simple symbol: The above two flowchart cases, From the complexity of the symbol, one is a complete flowchart, one is the basic flow chart, but in terms of expression, belong to the "lane diagram"--swimlane. This is also our most common form of expression. Lane diagrams can reflect the responsibilities of the department or role in the process as well as the upstream and downstream collaborative relationships. And the standard of the flowchart itself is easy to master, and consensus is easier. 3.3 Lane Diagram Essentials
2 Large Dimensions: The general lane map of the landscape as a department or post dimension, of course, there are exceptions, such as the above case is the horizontal lane. And the longitudinal is the stage dimension--the time is developed from the top to the bottom. If the complex lane diagram, in the task decomposition can be in the stage virial to do some division, such as "procurement", "Production", "Sales", "distribution" and so on. Activity flow: Activities like a swimmer, swim in a different lane to carry out the task. In the Software recommendations section above, I recommend the SmartDraw tool, which also comes with the Lane diagram template, which is quicker to get started: 3.4 Do vs Donnot business flowchart Considerations! Do
1. Involve stakeholders, not behind closed doors
The
business flow chart contains the representatives of the various participating characters on your map, and they confirm the original process of the matter in time, and forbid themselves yy.
2. The appropriate level of decomposition, do not put all on a picture
As shown above.
3. Go deep, grab the trunk
Avoid beard eyebrows Cluth.
4. The process must have a beginning and an end
Avoid delivery of the flow chart, let the reader also ask you: the beginning of the process? Complete the first and last steps with a clear representation of the start and end symbols.
5. Numbering, numbering, numbering this is the optimization measure to make communication more efficient. When you have a numbering system, it is equivalent to giving your flowchart a unique identification number. This is more effective than the Chinese name. For example, when we have completed the business Process flow chart, the department responsible for the audit and optimization of business processes rules can be clearly communicated in the Mail: H5.1 process optimization, we are more specific what is meant. DONNOT1. YY application of their own links rather than the reality of the link 2. All the links are trying to put on a picture of 3. Get into details at first, with beard and eyebrows catching 4. It's hard to know where to start, where to end
4. Review and follow-up
Verify that you did the above do, and what is the way to circumvent donnot?
is very good to do, in time with you to review. Call the various stakeholders together and show them what you've sorted out.
This will find some interesting things, in addition to reviewing your flowchart is realistic, will also review the current business process is in line with the ideal. The representatives of different departments and positions will be in this review, confirm the current, will also make mutual comments, or even noisy, this is done in the process optimization of a good opportunity. For the moment. Reprint please specify the place, pay attention to me please click: Http://weibo.com/heidixie Reference Document: Swim LANE (or cross-functional) diagrams:http://www.niatx.net/pdf/ Pitoolbox/swimlane.pdfmba Lib entry for the swim Lane flowchart: http://wiki.mbalib.com/wiki/%E6%B3%B3%E9%81%93%E6%B5%81%E7%A8%8B%E5%9B% Be
Source: http://heidixie.blog.sohu.com/222277336.html
