1. How to make things simpler: using process
mapping technology
Melissa Bradley, Michael Cousins and Chloé Gallien

2. Session Outline
11am Welcome and Introductions
11.05am University of Kent context
11.10am Triaster: Process Mapping context
11.40am University of Kent case study
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3. Welcome / Introductions
• Melissa Bradley, Faculty Administration
Manager, University of Kent
(m.v.bradley@kent.ac.uk)
• Michael Cousins, Managing Director, Triaster
(Michael.Cousins@triaster.co.uk)
• Chloé Gallien, Faculty Administration Manager,
University of Kent (c.gallien@kent.ac.uk)
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4. University of Kent
• Founded in 1965
• 19,665 students and 2,887 members of staff
• Locations in Canterbury, Medway, Brussels,
Paris and Athens
• Three faculties (Humanities, Sciences and
Social Sciences), comprising 18 academic
schools and 3 academic centres.
• Project sponsored by Academic Registrar and
initial funding provided by HEFCE’s
modernisation fund
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5. Context (II)
• The Faculty Manager roles at Kent were created in 2009
as a consequence of a University wide administration
review which recommended that all academic
administration services should be brought together
under one structure
• The purpose of the changes was to develop the
efficiency, effectiveness, and consistency of the
University’s administration and provide a professional
support structure
• Previously many of the administrative functions in the 18
academic Schools had developed in an ad hoc fashion
according to local contexts
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6. Context (III)
The Faculty Managers at Kent have outlined 4 key
aspirations:
Developing processes
Developing people
Developing connections
i Developing strategic awareness
These link to the University’s vision of:
• Operating in an efficient, effective, sustainable and
professional manner, (Institutional Plan 2009-2012)
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7. Why Process Mapping?
- Focus of Change
• To adopt a lean approach
• To ensure clarity and consistency across all the academic
administration services by having a “one process”
methodology
• To improve effectiveness, efficiency and communication
across the academic administration (very challenging
without clear processes)
• To facilitate joined up thinking and understanding e.g.
breaking down silos
• Triaster was chosen as the specialist software used to map
and share processes through a single online library
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8. University of Kent
Process Mapping Project
• Still at early stages (started in 2010), working to roll
out across the University. Modular and incremental
approach
• Initial focus was engaging with Professional Service
departments (e.g. to start at the top), emphasising
efficiency, savings and process improvement
• Project team consisted originally of one Process
Mapping champion
• Invested in training 40 staff to use the Triaster
software, but this was lost as not many then followed
up by process mapping
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9. Process Mapping Project (II)
• In May 2011 the former Project Lead left the
University, provoking a need to reallocate and
reassess the project management and strategy.
• New direction – more targeted approach with a
stronger focus on governance, communication,
engagement and facilitation
• Sought and obtained senior active sponsorship
(Deans, Academic Registrar)
• Additional resources provided to allow us to adopt a
team approach although no one is full-time on the
project – all have to fit around existing roles
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10. Governance
Process Mapping Steering
Committee – oversight of
project
Process Mapping Project Process Mapping Project
Management Team Management Team
Process Mapping Project
Faculties’ Special Interest Management Team Project
Groups and Professional Administrator and Process
Service departments Library Support and
Trainer
Faculties Process Mapping
Co-ordination Group
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11. Kent’s Process Library
• Process Library went live in September 2011
 Completed architecture and search and reporting
functionality design
 Appointed a Process Library administrator
• 30 published end to end processes to date (80 in
sandpit and 50 waiting publication) – given the
challenges that has been a major achievement, and
continually developing
• People tend to look because it’s a new system – not
yet used as the “go-to” point of reference
• Improving staff engagement with the library and
process mapping is the priority of the project
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12. Challenges
• Resourcing the project / limitations of time
• Overall size and scope of the project – ongoing project/no fixed
end date
• Moving from sandpit (draft) to live published maps
• Cooperation of colleagues across the Institution
• Engagement with senior stakeholders
• Communicating the key benefits and positive messages against
a backdrop of uncertainty and change within HE
• Widening facilitation, improving and sustaining engagement with
process mapping and the library
• Embedding process mapping and library into everyday working
practices
• Measuring improvement / impact / success stories
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13. Key Learning Points
• Establishing a well-defined project brief, plan and
governance structure (keep it manageable and realistic)
• Establish and adhere to a series of timelines/set tasks
• Team approach rather than relying upon one individual
• Ongoing and effective planning and communication
• Training and support for staff – focus on helping staff
understand the processes and how to map them rather
than the Process Navigator software
• Offering wider facilitation and training to staff engaged
with project
• Measures of success - Before and After scenarios
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14. Benefits
• Developing a consistent and continuous improvement
approach across the University
• Enhanced documentation located in a single reference
point
• Improving simplicity, accessibility, transparency, clarity,
quality and understanding of University processes
• Sharing best practice and staff know-how (rather than re-
inventing the wheel)
• Identifying and rectifying weaknesses/critical points of
failure in processes
• Avoiding repetition within processes, thus saving time
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15. Page 15 AUA conference 4th April 2012

16. Contact details
• Melissa Bradley, Faculty Administration Manager,
University of Kent, 01227 823753,
m.v.bradley@kent.ac.uk
• Michael Cousins, Managing Director, Triaster, 0870 402
1234, (Michael.Cousins@triaster.co.uk)
• Chloé Gallien, Faculty Administration Manager,
University of Kent, 01227 823670, c.gallien@kent.ac.uk
Link to our website:
http://www.kent.ac.uk/academic/projects/processmappin
g.html
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