Before and After the Customer Journey

Disclaimer: The views and opinions expressed in this article are those of the author and may not reflect the perspectives of IIBA.

The other day, I needed to visit a different facility from my usual workplace. I had recently introduced a new application at the site, in the lobby where visitors checked in electronically. I had not visited since the implementation, and I was anxious to see how it was working, even though that wasn’t why I was going there.

Although the app had been deployed in another location, this facility had a completely different layout and purpose. As I turned right onto the driveway, I saw the guard shack. I thought it was just for truckers arriving, but I was wrong. A guard emerged with a clipboard and flagged me down, stopping me to check in. I filled out my name and who I was visiting, and he let me pass.

I thought: Huh? Isn’t that what my app is for? Why are they still doing manual check-ins?

Then I got to the actual building. I had to wait in a glass vestibule (about five square feet) and ring a bell for someone to let me in. A nameless, faceless person buzzed me in after asking who I was and who I was there to visit.

Hmm… I wonder why I need to do this again if I’ve already checked in at the guard shack. Didn’t they notify the person I’m visiting that I’ve arrived?

Once inside the building, I saw the fancy-schmancy iPad displaying my lovely new app. I signed in like a dutiful visitor and headed upstairs to meet the folks I was visiting. A colleague met me right outside the elevator (because my app notifies the person I’m visiting!) but I noticed she had to use her security fob to let me into the office area.

Wow, that’s four check-ins now. I mean, it’s awesome that this location is so secure, but what was the point of the critical app I worked on if I still have to check in four times?

And let’s not even talk about how many check-outs didn’t happen when I left the facility. Focusing on the good news, here are the four lessons I learned from the experience.
 

Lesson 1: Consider What Comes Before and After the Task

You might be handed a project with a specific scope, and it could feel like the perfect opportunity to shine. But here’s the thing: our role goes beyond just doing the work as it’s given.

It’s our responsibility to understand how the process inputs and outputs connect to the bigger picture. Our value comes from helping stakeholders see the full scope of the changes. Without that broader understanding, even the most exciting project can fall short of delivering its intended impact.

In my case, I didn’t take the extra steps early on to map the processes immediately before and after mine. I’d been gunning for a promotion, so I thought this project was my chance to prove my value. Looking back, I can see how those pre- and post-conditions were critical to making the new app useful and delivering a real impact.

Lesson 2: Have the Courage to Push Back if You Need More Time

I was feeling pressure from executive leadership to get it done. In their minds, it was just a basic app that shouldn’t take long to implement.

Sometimes it’s hard to tell a leader you’ll miss their deadline. However, you can mitigate the damage by describing the benefit, how to accomplish it, when it can be done, and if any interim steps could be taken to speed the process along.

I think you’ll find most people are willing to adjust their expectations when you present a valid case for it.

Lesson 3: Think Like a Customer, Including External and Internal Users

Here’s the kicker, though—nobody complained about the check-in process. I even asked my stakeholders if anyone had, and they said, “Oh, no. The system is working great! We love it!”

But then I wondered if my internal customers had ever been visitors. What would visitors say? I’m still annoyed that I had to check in four times, and I’m an employee! (But that's another topic entirely.)

I could have taken a few extra steps to make it right instead of making it fast. In that case, we would have had vendors and customers raving about our seamless check-in process instead of getting overheated in a glass vestibule in the summer waiting for someone to unlock the door.

Lesson 4: Use Models to Back Up Your Ideas

I should have used two main techniques when starting this project. The first is the customer journey map, a technique that depicts the customer’s interaction with us. In this case, it would have depicted my journey from the guard shack to the person I was visiting.

What were my expectations at each point along the way? What would make it easier or harder, from a visitor’s perspective?

The second is a significantly valuable technique called process modelling. The technique examines all the interactions between visitors, employees, and the system. It can be as simple as a whiteboard with boxes and arrows and is an excellent opportunity for collaboration.

Funny enough, I did create a process model after the fact. Now that the app is being deployed even further across the company, it’s also being re-used in training documentation.

Key Takeaway

I learned a lot from this post-implementation experience. Primarily, it underscored the need to go beyond the project scope to ensure that hand-offs before and after are adequately covered.

To fully understand user needs—both internal and external—it’s important to focus on their entire journey. In retrospect, I can take these lessons forward and share them with my team for improvement in the future. In the meantime, it’s nice to know our facilities are very secure!

Want to stay on top of the latest developments and practices in business analysis? Join IIBA to start driving better business outcomes, today.   

---

About the Author