Detailed Process Descriptions

Description

• A detailed overview of the redesigned business processes that defines:
• Work steps (at the “desk-top” level) for performing the process
• Accountability for tasks (in conjunction with Delineation of Roles and Responsibilities)
• Attributes of tasks (i.e. inputs, outputs, controls constraining the process and enabling mechanisms)
• Reporting requirements
• Governing policies
• Data requirements.

Business Value

• Detailed Process Descriptions help the client comprehend the specific implications of adopting the “To-Be” Process Model. This deliverable supports specialist teams (e.g. technology, human resources, etc.) in their efforts to define a complete solution.  (For example, the specific “functional” requirements of a IT system are defined in detail at this stage.)
• Detailed Process Descriptions also help affected employees visualize their new environment, by providing them with a tangible overview of the intricacies of the new process.  If they are not completed, misunderstandings regarding what has and has not changed will result.

Approach

The activity of developing detailed work flows builds upon the To-Be Process Models.  The detailed process descriptions integrate tasks, systems/documents, people and information to provide a step-by-step overview of workflows, from trigger to completion (“end-to-end”).  The solutions generated to enable the designed processes are described in detailed process descriptions, portraying how the work is be accomplished using the new enablers.

Be aware that when system packages are selected before this deliverable (refer Hardware Selection/Software Selection (Package Software)), then the process will be designed around the capabilities of the software package and the needs of the business.

1. Identify specific “groundrules” guiding level of detail of the process review.

1. This may include: amount of detail required based on particular solutions, whether technology/organization is a boundary on the processes, the needs of technology/organization for further development, etc.
1. Select a modeling approach/tool (Process Modeling Tools)
1. This may be the same as the tool used for the To-Be Process Model.
2. Construct detailed processes
1. Identify activities within the “To-Be” Process Model that require further detailing
2. Break down high level processes into appropriate additional levels of detail
3. Develop full descriptions of the each process (e.g. purpose, description, inputs/outputs, controls, mechanisms, and responsible individuals).
1. “Inputs”— information, data or physical document/material needed to perform a task
2. “Outputs”— information, data, or physical document/material created when the task is performed
3. “Controls”— constraints, limits or controls that influence how process transforms its inputs into outputs (e.g. corporate policies, credit limits, government regulations)
4. “Mechanisms”— tools, technologies, resources or other enabling mechanisms used in the transformation (e.g. computers, machines, people).
3. Assess the impact of the business solution given the detailed process descriptions.  (Process Impact Analysis)
4. Document results.
5. Verify and finalize with design team and management.

Guidelines

Problems/Solutions

• This deliverable may be completed before or after the technology enablers have been specified, based on the solutions designed.  Don’t let technology limit the process unless the project is specifically designed towards particular systems or hardware.

Tactics/Helpful Hints

• Achieving the appropriate level of detail is critical to the success of this deliverable.  Ensure that the detail is sufficient to portray a step-by-step process in such a way that any person could pick up the descriptions and perform the process steps.  Choose tools to portray the detailed process descriptions in an easily understandable format.