Detailed Business Process Analysis Workshop

[Workshop Business Area]

Prepared for

[Customer Name]

Project

[Project Name]

Prepared by Eduardo

Contributors [Document contributors]

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Revision and Signoff Sheet

Change Record
Date Author Version 1 Change reference Initial draft for review/discussion

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Table of Contents
1 2 3 4 5 6 7 Introduction ................................ ................................ ................................ ................................ .......... 2 Consultant Preparation ................................ ................................ ................................ ........................ 4 Customer Preparation ................................ ................................ ................................ ........................... 5 Participants................................ ................................ ................................ ................................ ........... 6 Conduct the Workshop ................................ ................................ ................................ ......................... 7 Deliverables ................................ ................................ ................................ ................................ .......... 9 Appendices ................................ ................................ ................................ ................................ ......... 10

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INTRODUCTION

This document explains how to conduct a Detailed Bus iness Process Analysis Workshop. It is intended that this guide be used both by the consultant and by the customer lead. The guide is also used to capture the results of running the individual workshops.

The Detailed Business Process Analysis activity commences in the Analysis phase of an implementation, followed by two change control activities in later phases. Within Sure Step, the Detailed Business Process Analysis activity is conducted within the Business Process Analysis Cross Phase and includes three activities overall:

Analysis
Detailed Business Process Analysis

Design
Review and Update Business Process Models

Development
Review and Update Business Process Models

For each business process, typically there would be different participants involved from the customer. Therefore it is recommended that separate workshops should be held . For example the following workshops could be run: y y y y y y y Finance Purchasing Sales Warehouse Production Planning CRM

Each workshop may take from two to five days depending upon the complexity of the business process.

The deliverable of these workshops is to define the business process, in a clear and simple manner, using the business process model templates provided from the Sure Step Methodology. The implications of selecting individual templates should be clarified with the customer lead. This may involve discussing additional functionality that may prove beneficial to their business or to identify gaps in functionality that can be addressed by other activities and cross phases. The approach is to avoid a complete redesign of the business process by simply adapting th e templates as necessary.

Microsoft and It is unlikely that a demonstration of the software will be required during the workshop. Indeed, there are pitfalls associated with showing the software and may even prove a hindrance. This is best done during the Design phase w hen the investment of a significant amount of time to configure the software to the business requirements has been completed. It is recommended that PowerPoint should be used to give an overview of the systems functionality.

The Detailed Business Process Analysis Workshops are based on the components that the customer chose in the Scoping Assessment from the Diagnostic Phase. When the Detailed Process Analysis Workshops have been completed, the Create Solution Design Document is built in the Design Phase and the Finalize Solution Design Document is built in the Development Phase to configure the solution and to obtain customer sign -off of the proposed configuration. This will require an activity to review and update the business process models before either of these activities is completed.

If, during the Detailed Business Process Analysis Workshop, significant process gaps or potential modifications are identified, they should be referred to the Fit Gap Analysis Workshop. During this workshop alternatives will be researched and a decision made over how to solve the gap.

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CONSULTANT PREPARATION

The consultant involved should complete the following actions to prepare for the workshop: Action 1. Obtain list of attendees and their contact details. 2. Obtain the current functional scope and list the details onto a flip chart or a PowerPoint for review during the workshop. 3. Obtain the list of known functional issues and list the details onto a flip chart, PowerPoint or Excel for review during the worksh op. 4. Review the template models and make any changes applicable. If certain functionality is out of scope the models could be simplified by removing the relevant parts. Also if additional functionality is to be covered extra steps could be added. 5. Print the models: y y It is best to print the models in colour. It is recommended that a set of the models should be printed at least on larger paper size than normal. These are to be stuck onto the workshop room s walls or on the central table. String could be used to make the logical connection between the different pages. Print a set of the models on to normal sized paper so that each participant will have a copy. Completed

6. Obtain a set of PowerPoint presentations that will give an overview of the functionality that will be covered as part of the business process flow. 7. Distribute copies of the workshop guide to the participants a few weeks before the workshop is held. Need to request that they complete their preparation tasks listed in the document. 8. Prepare the room for the workshop: y y y Overhead projector is required to show the process flows and any PowerPoints. Flip chart is very useful for capturing issues, gaps or just to help explain a topic. Set up the printed models onto the workshop room walls or table.

Microsoft and 3 CUSTOMER PREPARATION The participants from the customer should complete the following actions to prepare for the workshop: Action 1. Document their key current business processes that will be covered in the workshop. If there are several participants the customer needs to manage who should document which area. Best to use PowerPoint or Visio for this. They do not need to follow any particular standards for this. With some customers they may request that the consultants should document the current As Is process. 2. Identify any potential improvements in the existing business processes. Completed

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PARTICIPANTS

The following participants were involved in the workshop: Name & Job Title 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. E-mail Address & Phone Number Company/Department

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CONDUCT THE WORKSHOP

The following agenda should be followed: Action 1. Introductions. 2. Review functional scope for the business process being discussed. 3. Review known issues identified for the business process being discussed. 4. Give overview of the system functionality that will be used for the business process being covered. 5. The customer participants present their current process flows and any potential improvements they have identified. 6. The consultant now starts to walk through the process flow template page at a time. The object here is to agree the future To Be process. This process will prompt a lot of discussion. Completed

The consultant should apply changes to the page being discussed with agreement from the group. This can be done either with the modelling tool or manually drawn onto a flip chart to be updated later. Any gaps and issues should be captured by a scribe or the consultant. Gaps and issues could be listed on the flip chart so that they are viable to everyone.

Gaps should be discussed to see if there could be either an easy work around or a change made to the existing business process rather than modifying the system. If a process change is required, this should be documented in the deliverable section below as well in the To Be process flow.

It is helpful to mark on the large printed models which page is being currently discussed. It is easy for the participants to lose track where the discussion has reached. 7. The consultant should have updated the model and printed the new process flows. The group then reviews the models to ensure that the agreed changes have been made. 8. The Gap and Issue list are reviewed. 9. The workshop participants will now present the agreed To Be process to their own business. This typically can be done two

Microsoft and ways: y Present to the other workshop participants. They should represent departments and functions within the customer s organization. For multi site implementations the participants need to present back to their own key management.

10. The team then needs to reconvene and review the process flow with the feedback from the presentations. The final changes should be agreed and applied to the model with the gaps, issues and process change lists being updated.

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DELIVERABLES

The following future To Be business processes were agreed: Business Process 1. 2. Attachment

The following business process changes have been identified between As Is and To Be : Business Process Change 1. 2. 3. 4. 5. Priority

The following functional gaps were identified: Gap 1. 2. 3. 4. 5. Possible Solution Priority

The following issues were identified: Issue 1. 2. 3. 4. 5. Priority

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7
1.1 Process Flow Drawing Standards

APPENDICES

Give a brief summary of the project being implemented. Consider the following:

Visio File Structure

y Each Visio file will cover a main business area (e.g. Accounts Payable, Purchasing, etc). The version of the model is recorded. The first page should be the title of the process flow. It should have the tab name Title . The second page should list the symbols that may be used in the diagrams. It should have the tab name Symbols . The third page should have the top level view of the process being described. It should have the tab name Overview . The remaining pages add levels of detail to the process being documented. The tab names should be in the format 1.0 , 2.0 , etc. if they describe a process that is listed on the Overview tab. If the page is a child or sub child then the tabs should be named 1.1 , 1.1.1 , etc.

y y

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Workflow Lanes
Workflow lanes represent the department or job function that carries out specific tasks. The workflows should be placed vertically on the model:

Process Shapes
Shape Description The shape represents a process that has a lower level of detail on another Visio page within the same Visio file. The shape represents a task carried out by the system without any user intervention. The shape represents a manual task carried outside of the system. This shape represents an activity that is carried out on one the main forms within the system. The form would be run from the system menu. This shape represents a activity that is carried out on a secondary form within the system. The form would be accessed via an Explorer form. This shape represents an activity that creates a report or runs a batch process. The task would be run from a system menu.

Microsoft and This shape represents an activity that creates a report or runs a batch process. The task would be run from an Explorer form. This represents a decision that the system makes without any user intervention. This represents a decision that a user makes when using the system or is made with no connection to the system. This represents storage of data. The data could be in the system or could be outside of the system. Do not over use this shape. Do not use it for each type of data in the system. Only use it if it helps describe a process. This shape should be used to help simplify the number of lines. In some situations you may have too many lines going into or out of a shape. Use a junction to collect all the lines and then only have one line going into or out of the shape. This shape represents a process that occurs outside of t he business. Typically customer and supplier processes would be represented by this shape. When drawing shapes on child page you need to represent the shapes that feed into and out of the process that are drawn on the parent page. These shapes should have a white boarder. Use this shape if you there is a connection to a process or task that is in another Visio file.

This shape represents an entry point to a process f low. This shape represents an exit point to a process flow. This shape is used to document a gap in the business process flow.

Linking Shapes
Shapes are connected together with lines. The line represents an output from an activity that is passed onto another activity (e.g. Requisition).

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Arranging Shapes
A well drawn business process diagram must be factually correct and also easy to read. Try and use the following rules where practical: y y y y The process flow should read from top left hand corner to the bottom right had corner. Objects should be aligned both horizontally and vertically to aid overall perception. Lines should not cross. Do not exceed more than 20 shapes on a page.

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Hierarchy
Depending upon the complexity of the business process being documented , there may be several pages used within the one Visio file. On a child process it is important to see the task s that feed into and out of the process from the parent process. Consider the parent process:

Microsoft and Now consider the child process:

You can see that these shapes are from the parent process since they have a white boarder.