We need to understand the logical flow of the process to get a clear view of the steps and process as a whole. We should describe the process using a structure called the happy path of hand offs. A Happy path is a set of steps performed on a transaction when everything goes right. A step is the largest possible set of activities before a hand-off is required to another person or team.
Add a new Process. Name the process as per your requirement.
A new line item gets added.
Best Practice Tip:
Click on the Diagnostic Map button to start adding the process steps:
You will get redirected to a blank Diagnostic Map page. Click on the ‘+’ sign to add a step. Click on the ‘>’ to show / hide the left panel
Use the edit icon on the top left of the step to add comments or to modify the step entered.
The delete link allows you to delete that particular step. The left and right arrows can be used to shift steps around.
Best Practice Tip:
Reviewer's Tip: This is the most important section of project on Open Orbit, so it is critical that users understand how to model it. It would be a good idea to spend some time with a new user to they understand the concept of happy path. Users also tend to get lost in trying to replicate the complex visio structure. The idea is to keep the happy path simple and diagnose the process in simple large chunks rather than complex visio steps, where the crux of the problems tends to get lost .
Once all steps are created, the next stage is to make “connections” from these steps to the metrics, causes and solutions shortlisted earlier with the help of the algorithm.It also important to connect the Attributes to each step along with the Metric , Cause and Solutions. This dataset determines the owner , software application used , exposure to a possible adversity in the step and the possibility a failure in the otherwise ideal scenario. It helps complete the diagnostic map amongst the other connections we are going to make.
This will enable the creation of the diagnostic map, as well as the Fishbone diagram. Also, we will be able to gather a visual representation of the bottlenecks and root causes at each step.
Let us connect the corresponding metrics, causes and solutions to the relevant step by a simple drag and drop method. Click on the Diagnostic Map button and expand the Metric-Cause-Solution to show the list selected earlier in the Diagnostics section.
Click on the highlighted area to expand and collapse the list.
Simply drag and drop from this list to the main panel to build connections with steps or to the panel below the main section to create connections with the whole process.
These connections can be edited to capture additional data like priorities, actual & target values and whether the causes are controllable or not. Click on the edit box in the tile highlighted below to add more data against the selected Metric / Cause or Solution.
Now this diagnostic map provides a complete picture of the process steps, and metrics, causes and solutions of interest, in just one snapshot.
Best Practice Tip:
Reviewer's Tip: It is critical that the reviewer verifies the logic of connections of Metrics / Causes and Solutions. For example metrics like Touch Time should ideally be measured at a step level, however overall out metric like Customer Satisfaction can be measured at a process level. This will completely depend on the project and the process being modelled. Same is applicable for the Causes and Solutions. Reviewer should also ensure that all connections have priorities selected, these can be changed at a stage if required and most importantly detailed comments are recorded for each connection. This is important as Causes and Solutions are deliberately high level and therefore critical that the project records their thinking on why the particular tile has been selected and connected.There should be a good balance between step-level and process-level connections. Connections and data against each of these connection will play an important role in the output artefacts like Fishbone / Performance Gap report etc..