A SIPOC diagram represents a high-level view of a process. It shows the Suppliers, Inputs, Process, Outputs and Customers. The SIPOC Diagram plays an important role in Process Definition/Improvement and should ideally be done first before embarking on extensive process mapping. An analyst – in collaboration with other stakeholders – may use it to arrive at a consensus on the process before moving to a greater level of detail. To emphasize putting the needs of the customer foremost, the tool is sometimes called COPIS and the process information is filled in starting with the customer and working upstream to the supplier. It is very helpful to give people who are unfamiliar with a process a high-level overview.

Under what scenarios might you use a SIPOC diagram?

There has never been a better time to jump onto the automation bandwagon. The process automation bug is hitting companies left, right & center and these are times when companies that are helping other companies automate their processes are prospering like never before. Hence, it is quite natural that you could do a google search and a flurry of “N reasons to automate your business processes appear on the results. But, what nobody would ever tell you is to ask yourselves why you need to automate in the first place. Because, that would make you think and maybe process automation isn’t for everybody. Let me explain to you some scenarios where you need to ask yourself why it is necessary & here are those.

Does my cost outweigh my benefits?

 The “Kid in a Candy Store” Product Owner and the “See Saw” Product Owner

This is the second of two articles that address the specific challenges you may be facing in your work with Product Owners. The first article focused on two very different types of Product Owners: The “Big Picture Thinker” and the “Aspiring Developer”. In this article, the focus is on two types of Product Owners that appear to be different on the surface but who create surprisingly similar challenges for the Agile team: The “Kid in a Candy Store” Product Owner and the “See Saw” Product Owner.

The 3E model below provides an approach for any company to think about how their organization can start, grow, and make process improvement durable. With this approach the company improves customer satisfaction, operational efficiency, and execution excellence.

The 3E Model

EXPERIMENT – Keep It Small and Simple

Today’s business is global, spanning across supply chains, project delivery chains and changing fundamental business models. It is harder and harder to get clear line of sight into and accountability for how a business is operating. In addition to the shift to a global model, businesses require a matrix to link together the conventional organizational structures of functional and divisional models. Traditional business management models are not keeping up with the need to be more adaptable to the customers and markets they serve, thus the introduction of matrix management models.

A matrix model can be extremely effective if you can resolve the inherent conflict it creates. This takes hard work and active engagement to manage. Alexis Writing’s article “Different Types of Organizational Structure”, gives a good description of the matrix challenge.

Matrix