“To-Be” Process Model

Description

• 
  Conception, design and documentation of how work will be accomplished according to redesigned business processes.  This deliverable is comprised of a process flow diagram illustrating the activities of the new process, with corresponding inputs/outputs (e.g. information requirements), and with preliminary indications of impacts on workflow, people, physical infrastructure, etc.

Business Value

• The “To-Be” Process Model captures the creative “rethinking of the business” of the process design team.  This process redesign enables the organisation to achieve its Stretch Targets.
• If this deliverable is not completed the project is at risk of:
• Remaining within the “As-Is” environment
• Focusing on organisational functions or “silos”, rather than taking a cross-functional “process view”
• Constraining the design of the business solution by merely “tweaking the status quo”, and therefore not satisfying the Stretch Targets and consequently the (Confirmed) Business Vision.

Approach

This deliverable is completed through a series of creative work sessions during which existing assumptions and ways of doing business are challenged.  The design team continuously validates proposed ideas against pre-established “design principles” as it defines the process flow and identifies the interaction/integration with other elements.  Discussions surrounding workflow, technology and organization usually go through several iterations.

1. Inventory change ideas and organize them into a useful format
1. Review Priority Opportunities, Design Charters and Best Practice Comparisons in preparation for the design sessions.
2. Document “design principles” for design sessions on posters or summary sheets to ensure they remain visible during design sessions.
2. Create the new process (Process Streamlining and Simplification)
1. There are many “white paper” (i.e. no imposed constraints on creativity) approaches to generating new process designs.
2. Decide on approach for workshops
3. Identify team and experts roles for design
4. Prepare for work sessions
5. Identify scope of the process (beginning and end, inputs and outputs)
6. Identify key players involved in the execution of the process
7. Identify major process milestones or events and sequence them in a general time line.
8. Create new process
9. Define workflow of new processes
3. Document the new design (Process Modeling Tools)
1. Define steps
2. Describe attributes
4. Identify the impacts of the “To-Be” Technology Architecture and “To-Be” Human Resource Model on the “To-Be” Process Model.

Guidelines

Problems/Solutions

• In some cases, there may be a lack of ownership or buy-in of the Stretch Targets established previously.  In this case, revalidate these targets with the design team before proceeding.  Be aware that in extreme cases, it may become necessary to remove certain individuals from the design team if their lack of “buy-in” and constant pessimism hinder the team’s progress.
• If the design team is unable to come up with dramatic change ideas, attempt to diagnose and address the underlying cause of their reticence (e.g. doubt, based on company history, that management will ever truly allow the proposed changes to occur).
• Do not let team members backslide into functional “silo” mentality.  If this occurs, bring in the project sponsor to reinforce expectations of the team.  (It is important to recognize that team members may be concerned about their ability to go back to their func­tional “homes” if they have not protected their own turf.  Forewarn team members of this possibility ahead of time.)
• Do not let process design documentation become too detailed.  Set a time limit on the dura­tion of this activity to help control the level of detail.

Tactics/Helpful Hints

• Constantly use best practices, case studies, technology enablers, and expert consultants during the course of redesign activities to stimulate new and innovative ideas.