How Real Estate & Facilities is building a process-driven way of working
Results
30
employees participated in the first introductory sessions and tutorials.
2 complex processes
were the starting point: the notification process and the relocation process.
28.000+
students and employees on the campus that RE&F facilitates daily.
Industry Education / higher education
Company size: 2,700+ employees Objective Creating one central place where everyone within RE&F can find the correct process information.
One central location for process information on campus
Developing a process-driven way of working
Isabelle Slok works as a Process & Service Improvement Manager at RE&F and is involved in process improvement. When she started three and a half years ago, process-oriented working was barely organized.
“Due to reorganizations and staff changes, our way of working has become less consistent, and tasks have sometimes become fragmented.”
Her assignment became clear: ensuring that processes become visible and that employees better understand how the chain works.
Isabelle did not start using the Sensus BPM Online software right away. First, she wanted to know what fits the organization.
“I have started setting up the project to shape process-oriented working”
Together with a consultant, she developed an approach that suits RE&F and wrote a blueprint for process-oriented working. The starting point was to keep process-oriented working practical and manageable. Then came the question: how are we going to support this?
Finding the right solution for better process insight
Isabelle made a list of features, with ease of use being an important criterion.
“Employees need to be able to quickly see how a process runs and what their role is in it. Our goal was to provide accessible process insight for the organization, but also to describe the process steps very clearly: what needs to happen and who does it? From that perspective, I started looking at what tools are available and did a number of trials.”
Then Sensus process management came into the picture and Isabelle started a conversation with one of our consultants.
“Together with him, I went to look at what all the possibilities are. What might be possible in the future? You checked almost all the boxes for what I needed. Then we said, ‘We are going to run a pilot.’
Build the foundation before processes become part of how people work
A process platform only works if it actually contains processes. That is why Isabelle focused first on building it up with a small team.
“If you really want to properly test whether it fits your organization, you need to be able to clearly show what your colleagues can expect in the near future, and that is not possible if there are only 3 facility management processes in your landscape. Because then you won't get the organization on board.”
"You notice that thinking about processes is becoming increasingly lively within RE&F. Soon there will be no escape either, because if the information is not in Sensus, then it does not exist. That is the only place where you can retrieve process information."
The first facilities processes: incident management process and relocation requests
When choosing the first processes, Isabelle looked mainly at urgency and practical impact. She chose two large and complex processes to develop: the reporting process of the Front Office and Back Office and the relocation process.
“We are working on a major project for the front office/back office, primarily the ticketing process of our service desk and how tickets are forwarded to our back-office staff and contact partners.”
This process was developed together with employees.
“That is a process we really worked on together in sessions according to the Sensus method, using the icon magnets.”
A second process concerned campus relocations.
During those facilities processes, it became clear which steps and agreements actually lie behind the daily work. Also, how much work is required to describe a process from scratch.
Develop processes faster with AI
To get an overview of all the processes, Isabelle first organized a session to map out the various processes within the department.
“We had a brown paper session that hung in the entrance for a few weeks with the question: ‘Which processes do you know from your department?’ Colleagues could stick those on it with post-its.”
Based on that, the first process structure was built in Sensus BPM Online. Afterwards, the team used the AI Process Generator to process existing documentation faster.
“We have retrieved a lot of existing information. Using the AI tool, we had all existing process information read in, and we said: just put it in there. Then later we will see where the need or urgency lies, and we will check whether the description in Sensus is complete and aligns with reality.”
The first change: looking at facility processes differently
Meanwhile, Isabelle is already seeing some change in how employees talk about work.
“True process thinking is getting underway step by step within RE&F. People previously quickly thought that something is a process, while it is actually an instruction that belongs somewhere on a process step.
I notice now that we are getting that discussion going. People are becoming more aware: ‘Oh, but we'll be able to see that in Sensus later.’
According to her, that awareness is an important first step.
“If we are ever unsure about something, it has to be in Sensus. That is the most important thing to me for now.”
One place where everyone can find process information
The ultimate goal is clear: one central place where everyone can find the right process information.
“You notice that thinking about processes is becoming more and soon there will be no escape from it either, because if the information is not in Sensus, it does not exist. That is the only place where you can retrieve process information.”
For employees, that means a better overview of how processes are structured and how they relate to one another.
“I often use the metaphor of electricity in your house. If you don't really know which rooms are connected to your fuse box and you're going to change something, you don't know what else might go out.”
With Sensus BPM Online, this connection with facility processes becomes visible.
“When a system changes, what does that affect? You can see that very clearly with Sensus.”
Support is built through small successes
Introducing process management is primarily a cultural change. That is why Isabelle tries to make small successes visible.
“It is an investment, also for the colleagues. The most important thing is that we can show that it works. You have to create successes so that others think: ‘hey, I want that too.’
When employees report improvements, action must be taken on them quickly as well.
“You often hear: ‘I've said so many times that it's no longer correct and they don't do anything about it.’ So it's important to show that when they report something via Sensus, something is done about it immediately.”
Scaling up step by step
It is a lot of work to document all processes, which is a multi-year process. The focus is first on building processes in Sensus and engaging employees in the new way of working.
Thus, the team organized several introductory sessions and tutorials for the publishing environment. Around thirty employees have already joined.
“And everyone is super enthusiastic, so that's very nice.”
“We are currently setting up a process management team across the board of REF. That team will primarily focus on supporting the methodology of process-oriented working.”
In addition, the service will also work with Lite licenses, so that more employees can adapt their own facility processes.
“A full training for everyone is not realistic. That Lite license is going to be a godsend for us, because it will allow us to let many more people edit their own process.”
Foundation for process-oriented working
Implementation takes time, but the foundation is starting to become visible. Processes are being gathered, structured, and supplemented step by step.
For Isabelle, the value is already in the overview that is created.
“What I would miss without Sensus is what we have achieved so far: the gathering place of our processes.”
For the first time, a shared picture is emerging of how the work is interconnected. From there, the department can continue building towards process-oriented work.
“The fact that we have a collection at all and have been able to introduce layering across different types of processes is already very valuable.”
Photo credits
Campus photo
© Erasmus University Rotterdam – Alexander Santos Lima
Open Day photo
©Erasmus University Rotterdam – Arie Kers
Article content
- Developing a process-driven way of working
- Finding the right solution for better process insight
- Build the foundation before processes become part of how people work
- The first facilities processes: incident management process and relocation requests
- Develop processes faster with AI
- The first change: looking at facility processes differently
- One place where everyone can find process information
- Support is built through small successes
- Scaling up step by step
- Foundation for process-oriented working
Curious how other organizations are managing their processes?
In this newsletter, you'll see how other organizations make process management work. These practical examples will help you improve processes and better organize ownership in your daily work.
Curious whether this way of working
is right for your organization?
See how processes become part of everyday work
Want to see how Sensus BPM Online makes process management part of the way people actually work? Try it for yourself and see whether it fits your organization.
Try it free for 30 days, with no commitment. You can get started right away.
