Event Analysis

Although a number of events can be identified, the ones to focus on are the key customer events triggered by the customers of the value stream themselves (e.g., request for information, placement of an order, etc.) or triggered by the enterprise (e.g., marketing mailing, delivery or product, invoicing, etc.). It is important to determine the initiator of the events and the typical event responses to identify the activities involved in providing satisfaction, and to identify the responsible organizations of the enterprise.

Other types of event analysis can be performed in relation to developing work flows and/or process models (see Work Flow Diagramming, Cycle Time Analysis, and Dependency Analysis). For these purposes, all events are identified and tracked to determine the sequence of work flow steps and the dependencies between activities. In this context, an event may be classified as one of the following types:

• request (customer orders goods)
• passage of time (renew license on expiration date)
• activity status change (issue purchase order finished)
• object state change (stock drops below reorder point)

Applications

• To identify all key customer-enterprise interactions and responses to scope out the value stream.
• To understand the natural dependencies of business events to create detailed process models and, to enable more effective information system design.

1. Confirm customer and value stream for which the analysis is being performed.
2. Brainstorm all key customer-initiated and enterprise-initiated events and the interaction/responses.
3. Identify customer satisfiers and activities related to these events.
4. Update the customer value stream interaction matrix and/or activity profile.
5. Identify any key dependencies to enable the development of a process model and/or activity work flow.

During a workshop exploring the customer-enterprise interactions, confirm the customer and value stream for which event analysis needs to be applied (see Customer Value Stream Interaction Analysis and Workshops). Start by identifying all possible interactions between the customer and the value stream. Use a lifecycle view, if it helps focus and structure the analysis. Highlight key events. Identify, for all interactions, the direction and the typical response. Discuss and explore each key event to ensure complete understanding of the triggers and the events. If the responses vary, highlight as a potential problem area for focus during "assess the current situation" (see Problem Analysis, Root Cause Analysis, Idea Qualification, and Issue Tracking). Try to resolve before moving forward.

Identify any dependencies between the events, the interactions, and the responses. Include informational dependencies. For example, an event might be an accident, but the interaction between the customer and the enterprise might be a phone call, an accident report, or even a claim (depending on how the business is structured). The interaction and the response may be dependent on information regarding the accident and the policy coverage terms (e.g., under the policy, the customer or claimant may be required to first notify the enterprise or insurance carrier before a claim can be filed. The policy may also dictate that the enterprise make a site visit within four hours of the reported accident. (Candidate Entity and Activity Analysis can be applied, as required, based on this information.)

Complex business environments may require additional exploration to complete all the details. The focus during initial exploration and scoping of the value stream should be on documenting the key areas. The details will be explored more fully during later reengineering stages. Use Work Flow Diagramming and/or Dependency Analysis to complete the event analysis.