ERP Process Mapping
As a credit card, bank and auto loan company, Capital One has to comply with strict regulatory requirements and accounting processes in order to be well managed.
The financial process starts with the recording of transactions, the month-end close, and ends with forecasting.
All of these processes involve accountants, financial analysts, process managers, PMs, etc. As Capital One was modernizing the ERP, the foundational financial software used for all these processes, there was a need to understand the current JTBD in order to define a future state that is human-centered.
Role
Team
- 1 Director PM
- 1 UX Designer
- 15+ Teams
TimeLine
skills
Impact
Discover
Objective: Get executive level buy-in on the initiative, understand scope of work and being pre-work
Contribution: Drafted problem statement/pitch deck, identified relevant partner SMEs, road mapped initiative milestones and built out template for discussions
Result: Met with VP of finance, approved workstream initiative and defined scope with PM director. Kicked off research conversations
Define
Objective: Collect existing resources and data from the major functional areas across finance and align them to a standard framework
Contribution: Interviewed 15 teams/leaders to better understand their domains, the user process they oversee and the various tools/platforms utilized. Included a series of 1:1s and team conversations
Result: Collected 80+ documents from finance teams into whiteboard to begin drafting early mapping and formulate insights based on observations
Design
Objective: Sort through documentation and refine to relevant UX information based on original scope and levels of zoom framework
Contribution: Worked extensively solo and with partners to summarize, validate and document over 30 teams, 40 tools and platforms, and user archetypes into a preliminary mapping
Result: Translated whiteboard into foundational service blueprint style document to inform the visual and presentation deck
Synthesize
Objective: Translate collected information into interactive visual prototype that leadership could leverage for planning and discussions
Contribution: Mentored and delegated to junior designer visual approach of mapping. Provided feedback during numerous iterations and separately worked on analog presentation deck for SLT
Result: Refined mapping was shared to MVP of design org, receiving positive feedback on the execution and craft
Deliver
Objective: Present the interactive current state, end-to-end user journey in a clear and concise way, with actionable recommendations
Contribution: Delivered and presented final mapping to SLT. Created agenda for workshops. Mentored junior designer to present work effectively to leaders
Result: Provided VP leader with 5 strategic UX insights and design recommendations, and next steps. I led 2 Director+ workshops to plan future state roadmaps
Final product
Reflection
I'd validate the map with frontline accountants, not just team leads, to catch day-to-day gaps.
I'd plan how the map stays current, since processes will shift as the ERP is modernized.
Next, I'd tie each insight to a measurable outcome, like close-cycle time, so leaders can track progress.
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