BPI 'To-Be' Process Model – Design High Level Phase

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.

Client Value

• The 'To-Be' Process     Model captures the creative 'rethinking of the business' of the process design team. This process redesign enables the organization 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 organizational 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 formal        
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)    
3. There     are many 'white paper' (i.e. no imposed constraints on creativity) approaches to generating new process designs.
1. A practical approach to generate new process designs:   
4. Decide on approach for workshops
1. Identify team and experts roles for design   
2. repare     for work sessions   
3. Identify scope of the process (beginning and end, inputs and outputs)
4. Identify key players involved in the execution of the process
5. Identify major process milestones or events and sequence them in a general     time line.       
6. Create new process   
7. Define     workflow of new processes
5. Document the new design (Process Modeling Tools)
1. Define     steps   
2. Describe attributes
6. 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

   

• Encourage the design team to develop alternate design scenarios if the team is unable to agree on a significant element of the new design. Document the advantages and disadvantages of each for later presentation to management.

Resources/Timing

• Scoping and timeframe are, at least in part, based on the complexity of the process and the speed at which the design team is capable of operating. Common scoping issues are as follows:   
• Larger design teams     (e.g. more than 10 people) tend to be harder to manage, and take longer to reach consensus. Conversely, fewer than 6 participants in a design workshop rarely generate a desired 'group dynamic' whereby peer pressure causes the optimal solution to be proposedÑeven if it may be perceived as detrimental to the interests of one or more design workshop participants.
• Geography affects the logistics and timeframes required to assemble design teams. Take advantage of the presence of the full group, by conducting collect additional data such as costs and benefits at the same time.
• The amount of detail in the design of the 'To-Be' Process Model, and in the analysis of benefits and costs can add significantly to the time required to     complete the design effort.   
• Staff design teams should ideally possess the following knowledge/skills (represented by either the client or the consultant team members):    
• Industry or specific-process expertise   
• Human resources and training expertise   
• Comparative analysis skills (to analyze and evaluate alternative options)
• General information technology expertise (drawing upon enabling technology     specialists, as required)   
• Operations analysis (to determine the impact of proposed technology on         operations)            
• Workshop facilitation.