Your business processes are not streamlined across different departments of the organisations.Your business processes are not well enough documented.You are interested in automating your present business processes.Your system has customers or business users confused about the correct steps to take in order to complete a business process.These issues could have been reported by employees or customers (such as frustrated customers, bad service, delays, financial difficulties, etc.) It is known that issues with the current state exist.But here are a few example scenarios when analysing your As Is processes is particularly necessary: Naturally, not every business requires an in-depth analysis of the As Is and the To Be. You can also quantify the return on investment from the changes proposed. The To Be process shows your proposed future processes - what your organisation plans to do.īy creating a process model of the To Be you can discuss it with those people who will be impacted by the changes planned and both take on board their view of the outcome of the changes and work to get their buy-in. Thinking about what you do as a process and seeing it mapped out can really help people to think about ways to improve it.Often different people are doing the same thing in different ways and one of those ways is a lot better than the others.Talking through and documenting what someone does, often makes them think about better ways to do it.
#Levels in business process modelling how to#
The person responsible for doing a process often has really good ideas about how to improve it, but doesn't have the authority to do so.
Having said that, capturing the As Is process is often more helpful in defining the To Be, than perhaps expected, for the following reasons:
Mapping the As Is process will only reveal your business processes as they are today. It is important to bear in mind that this As Is analysis may only show you what can be improved, but not necessarily how. The As Is process shows your current processes - what your organisation currently does. In addition, it is impossible to quantify any improvement when you don’t know what the start point was. This approach not only enables the impact of the changes proposed to be understood before they happen, but avoids the very real possibility of making things worse, by changing things when you don't really understand why they are done that way.
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