![]() ![]() Schedule these meetings after you conclude other research (e.g., interviews and observation) so you can outline everything you’ve learned and then collaborate with participants to identify any gaps and confirm your findings.A target operating model might sound like something for your business analysts to sink their teeth into, but it's something we believe that leaders within your business should embrace to secure a better and more strategic functional transformation to the cloud. The goal is to meet several times to document the process together. Group meetingsįinally, consider holding a group meeting of relevant stakeholders to outline the processes and confirm previous findings with process participants. Surveys also give you the opportunity to get feedback and answers from participants to questions that arose during other information-collecting tactics (like observation). Surveys allow you to ask specific questions that you may not have found answers to from observation or interviews. Send surveys or questionnaires to process participants to collect formal written responses. Take note of the people involved at each step, as well as any systemic support functions and resources available and/or utilized. In addition to interviewing the people on the ground, take time to directly observe processes in action. Be careful not to make conclusions based solely on any one person’s report. However, while personal interviews are valuable, interview multiple people (where possible) to ensure a more complete picture of the process. Personal reports can confirm processes that are working well (or not) and illuminate steps in the process that you might not otherwise be aware of. Interview stakeholders who perform each process as well as the managers or other subject matter experts involved in the process. Take a look at a few of the ways you can collect the information you will need: Personal interviews Higher-level stakeholders and managers can help you with the broad outlines, but you’ll need to connect with the people directly performing and overseeing each individual process to create a full and accurate report. (Some processes may occur in parallel.)īe sure to note when each process starts and ends and identify which teams or individuals are involved in (or responsible for) those processes. Then, identify all processes that the company uses to generate those products and services at each level and order them chronologically. Start by compiling a list of all products and services to get a clear outline of the business’s value chain. Researchįor a full current state analysis of a business, you’ll need to get an overview of the company’s main products and activities. Hotspots let you toggle between the layers so you can clearly see the differences between the two and easily present your documentation to others.Īs-is process analysis consists of three primary phases: research, document, and analysis. Use layers in Lucidchart to document and visualize both the as-is and to-be processes. Pro tip: Keeping records of both current and future state documents will help everyone in the organization maintain process consistency and track progress and outcomes more effectively. Stakeholders can quickly view your current and future state documents, easily providing feedback through each iteration. Using the as-is diagram, you work with stakeholders to develop improvements to the current process and outline those changes on your to-be map. Lucidchart facilitates collaboration through easy sharing and commenting features. To-be process mapping documents what you want the process to look like. Once you have that mapped out, you can enter the to-be phase of process management. The as-is phase outlines the current state of your processes and any gaps or issues with the current mode of operation. Simply put, as-is maps where your processes are and to-be maps where you want them to be. ![]() future state process analysisĬurrent state and future state process analysis go hand-in-hand when you are evaluating business processes. The number-one reason businesses cited for using a process management system was to save money by reducing costs and/or increasing productivity followed by the need to improve customer satisfaction to remain competitive, according to a 2020 survey conducted by BPTrends. Adapting processes following a merger or acquisition.Complying with new regulatory standards.Improving business coordination and organizational responsiveness.Improving existing processes or creating new processes.There are several key goals or motivations for implementing current state analysis, including: As-is process analysis or current state analysis is a process management strategy that identifies and evaluates a business’s current processes.Ĭurrent state analysis can focus on an entire business organization or on one or more specific processes within a department or team.
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