HKSM

Process analysis is a structured technique to examine how work flows through a process to find root causes of issues and opportunities to improve efficiency, quality, and value. It relies on data and visual models to pinpoint bottlenecks, waste, and risks, leading to targeted improvements.

Key Points

• Focuses on how work actually flows to uncover bottlenecks, waste, and failure points.
• Uses objective evidence such as flowcharts, cycle time data, defect logs, and observations.
• Commonly applies root cause tools like 5 Whys, fishbone diagrams, and Pareto analysis.
• Feeds improvement recommendations into change control, backlog refinement, or continuous improvement cycles.
• Supports quality management, risk reduction, and value delivery across predictive, hybrid, and agile approaches.
• Works best when done iteratively with before-and-after performance measures.

Purpose of Analysis

• Identify causes of poor performance, defects, delays, and rework.
• Evaluate value-added versus non-value-added work to reduce waste.
• Improve flow, throughput, and predictability while meeting requirements and constraints.
• Inform decisions on process changes, automation, staffing, or policy updates.

Method Steps

• Define scope and goals: select the process, boundaries, metrics, and success criteria.
• Map the current state: create a clear-as-is flowchart with steps, roles, handoffs, and decision points.
• Collect data: capture cycle times, queue times, defect rates, WIP, variability, and volumes.
• Analyze performance: identify bottlenecks, failure modes, rework loops, and non-value-added steps.
• Find root causes: apply 5 Whys, fishbone, and Pareto to trace issues to their sources.
• Prioritize improvements: assess impact, effort, risk, and dependencies; select quick wins and high-value changes.
• Design future state: propose to-be process, controls, and measures; pilot and validate.
• Implement and monitor: execute changes, update documentation, train users, and track results.

Inputs Needed

• Process maps, SOPs, policies, and work instructions.
• Performance data: cycle/lead time, throughput, WIP, defects, rework, and service levels.
• Logs and feedback: incident/defect logs, customer and stakeholder feedback, audit findings.
• Roles and responsibilities, RACI or team charters.
• Constraints and requirements: regulatory, compliance, quality standards, acceptance criteria.
• Tools and system data: tickets, workflow timestamps, and queue reports.

Outputs Produced

• Findings summary with bottlenecks, waste, and root causes.
• Updated process maps (as-is and to-be) and supporting visuals.
• Improvement recommendations and prioritized action list.
• Change requests or backlog items to implement process changes.
• Updated risks, assumptions, and lessons learned.
• Performance baselines and monitoring plan for post-change tracking.

Interpretation Tips

• Validate observations with data; avoid relying on anecdotes alone.
• Distinguish symptoms from causes before proposing solutions.
• Balance efficiency gains with compliance, quality, and risk controls.
• Engage people who do the work to reveal hidden steps and practical constraints.
• Measure outcomes after changes to confirm benefits and avoid negative side effects.

Example

A project experiences repeated delays in approvals. The team maps the current approval flow, collects cycle time and queue data, and finds three redundant handoffs and unclear criteria causing rework. The team consolidates approvals, defines entry/exit criteria, and sets service-level targets. After implementation, average approval time drops by 40% with fewer rejections.

Pitfalls

• Jumping to solutions without verifying root causes.
• Analyzing too broad a scope, diluting focus and delaying action.
• Blame-oriented culture that discourages honest input.
• Ignoring regulatory or quality controls when streamlining steps.
• Failing to update documentation, train users, or monitor results.

PMP Example Question

Midway through a project, customer complaints about long lead times increase. The team suspects hidden bottlenecks and rework in the handoff path. What should the project manager do first?

1. Increase staff to push more work through the process.
2. Rewrite the entire workflow based on stakeholder suggestions.
3. Conduct process analysis using a current-state flowchart and cycle time data.
4. Hold a lessons learned session and close the phase early.

Correct Answer: C - Conduct process analysis using a current-state flowchart and cycle time data.

Explanation: Process analysis identifies where flow breaks down and why, using data and mapping to reveal root causes before changing the process.