![]() They may use different techniques, but they all have a similar purpose.Īll these approaches offer ways to help organizations deliver more value and improve business outcomes. There are nearly as many methodologies as there are consultants that offer them. Others specialize in robotic process automation. Some use predictive analytics and simulation to identify waste and redundancy. Others focus on removing variability in processes and minimizing defects. Some focus on improving or reengineering business processes. Many process analysis and process improvement methods have been developed in recent decades. Process analysis and process management approaches Once you have hard data, you can use it to analyze and manage the processes to improve your results. So, why should you model your business processes?īecause modeling your business processes gives you the foundation to measure them in a concrete way. You probably already have a clear idea of how your business operates. The internal or external users of its deliverables perform these new processes. When a project finishes, it likely deploys some new or modified business processes. It is perfomed once to deliver a product or service. While processes are a regular part of a business’s operations, a project has a specific beginning and end. Projects are distinct in a different way. For example, the order fulfillment process may include steps performed by the production, shipping, and accounting functions. On the other hand, processes often include activities from several different functions. The accounting department, which balances budgets and manages assets, almost always performs accounting functions. While functions aren’t the same as the departments of a business, they often map to each other. Sequence - The steps are performed in a particular order, or a conditional order.įunctions are areas of operations that are inextricably linked to each other.Steps - Every process has specific steps produced by team members and / or some form of automation.It could be another process, a customer, or other user of the result. Consumer - Someone (or something) asked for and is waiting for the result.Result - Executing the process produces a product, service or other outcome.Purpose - The process has a reason for being - performing it meets a business need.Some might add a few other characteristics to qualify a set of activities as a business process: Scope - A business process is clearly defined, in particular having a clear starting and end point.While it does have to be repeatable, it has to be adaptable to changing circumstances. Agility - The process can’t be too rigid.Efficiency, productivity, cycle time, and throughput are examples of such metrics. The metrics have specific definitions and can apply only to certain steps or the whole process. Measurability - Use the right metrics to measure the performance of the process.Repeatability - The work isn’t a one-off, but instead is a series of steps done again and again.To qualify as a business process, a set of activities must have four characteristics:
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