In the last video we looked at how to create thoughtful process prototypes. And how they link back to those key activities we defined in the business model canvas. In the next couple of videos I'm going to show you a few specific examples so you can start to work through that yourself. Step one here is, we have our hallway conversations. So, you're not always going to have these great, detailed, sit downs. But hopefully, you're able to talk to people that actually do the work. And sometimes that's hard. For instance, if your job is to make a support system, try to get in front of, not just the vice president or the director of customer support. But also in front of the individual users that actually do the support. So, here we have an example of a project lead, who is in charge of creating the CRM at United Children's Theater, talking to the executive director who is basically the CEO of the lead there. She is delegating the donor development activity to a donor development manager. It's part of the thing that she wants to use the CRM for is kind of standardizing and automating the practices that they know work around this activity. And also creating visibility to it so they can run the business without sort of driving each other crazy with Q&A all the time. So as we move from hallway conversation that you see here to a process, we see, okay, the input on this donor qualification process is a valid lead. So it's somehow been through a vetting process where they make sure that it hopefully has an email, and it's from a valid source and so forth. And then they have this three things here that they qualify on. And based on that, they decide what to do next. Here you see the project lead and the executive director discussing that. Basically, the executive director has a series of steps that they take. By the way, if you're on a small device and you're having trouble reading this diagram, it's available in the lesson materials. So the lead from here moves towards a couple of different possibilities. Either it's qualified, and which case they move forward. Or it's permanently unqualified, meaning that the donor just doesn't donate to this type of activity or cause. Or they could be temporarily unqualified. So, for instance, they do donate to this type of cause, but they're out of funds for the year. In which case, we want to make sure that we get back in touch with them. The output of this is a qualified opportunity. And remember, these outputs can have a couple of different dispositions. So this could be someone who yes, is qualified or no, is not qualified. As long as we definitively get to one of those two conclusions, then this process has been a success, our output metric is good, we're making the process work. So as we discussed, the process metric is the number of donors qualified. The output metric would be the number of opportunities, which is the next step here that were kind of broken. Where the postmortem on why they were not able to close that donor is that they weren't qualified. Because what that means is that there was a flaw in this upstream process. And again, you may not ascribe a lot of importance to watching all these metrics in every single case. But even if you don't, it's important to be able to identify each of these and make a habit out of that. Just to make sure you have a nice well defined process. Our outcome metric is these things we talked about before, fundraising and the donor pool. And how will we know generally speaking if we're doing something useful here? Well, we want to increase the amount of time that the donor development manager and the executive director, when they're helping, we want to increase the amount of time they spend actually talking with fund raising prospects. That's the RVA that pays directly back to the key activity here. BVA time is time spent on reporting that they need to do to maybe government agencies, and their own internal reporting, and reporting back to donors. So we want to reduce the amount of time that this takes, while still doing the reporting that they need. And NVA time, wasted time, is time that they spend calling prospects that they could have known through this process were unqualified and not a good person to spend time on. So here you've seen how to move through one of these processes. Now we're going to look at how to attach that to user stories. And we'll specifically look at this juncture here where we're looking at what's going on with this lead. Here's an epic story that describes generally this activity. Now what's the relationship between a process design and epic stories? Is it always one to one, or is it one to many, or many to one? It's going to vary. So you should use your judgement, but in this case we're going to say that it's one to many. Because this is about one aspect of the qualification process. If you look at the downstream process design, there will be others. So if we look at the child's story, that's really where we're describing that junction of, this lead is what? And a test case is, make sure it's possible to qualify and record their charter, so the types of things that this donor invests in. And our project lead on this has come up with a whole bunch of questions, after they really thought about it that they want to ask the executive director. They're not sure about certain things, and that is a great sign. If you're a project lead, or you're an executive, and you see people asking these kind of questions, it doesn't mean that they're clueless. It means that they're thinking about what makes sense before they just go off and build some garbage that nobody wants. So, it's perfectly okay to put questions into this test case area here. And they'll have test cases for all of the various qualification criteria, probably. Now, you see more questions down here. Again, these are good, thoughtful questions. I don't say that just because I made them up and they're synthetic. But I think that if I was doing this, and I have some experience with these types of systems, these are some that I would want to know in this circumstance. Now in this video we've looked at one example of how to, step one, talk with subjects at our enterprise about what they're doing. Step two, sketch out a process. And then step three, start linking stories over to that process. In the next video I'll show you one more example to help you kind of warm up on this.