Organizations today operate in a complex, rapidly changing highly competitive business environment. Proactively transforming (and continually improving) business processes are essential to survive and thrive in today’s business environment.
Speed, quality and time-to-value are essential to the success of Business Process Reengineering (BPR) initiatives. Working with your team, we provide our deep BPR experience and expertise, including best practice tools, techniques, and methods, to facilitate high-intensity, short-duration, sprints to produce actionable results quickly.
A significant portion of your BPR initiative is accomplished in weeks rather than months.
Business process maps (current and future state), including work activities, procedures, and workflows, are the foundation for analyzing business processes and identifying improvement opportunities.
The focus of the mapping workshops is on rapidly and accurately mapping the current state of the processes within the scope of the initiative.
See my recent blog post 10 Perilous Misconceptions of Censuring Current State Mapping & Analysis regarding the importance of mapping and analyzing the current state.
Working with your team, we provide our deep BPR experience and expertise, including best practice tools, techniques, and methods, to facilitate high-intensity, short-duration, sprints to rapidly and accurately capture the current state of your organization’s business processes.
The workshop is designed for Subject Matter Experts (SMEs), business analysts and systems analysts, developers (associated with the business systems supporting the processes), supervisors and managers and other stakeholders with knowledge of the current state of the business processes.
Q: What notation is used for mapping business processes?
A: We use Business Process Modeling Notation (BPMN). The are several industry standard notations for mapping business processes. However, BPMN is the predominant standard. If your organization uses another standard, it’s straightforward to convert BPMN to any other industry standard.
Q: Do you use a tool for process mapping?
A: There a many excellent vendor tools designed to support business process mapping. However, in the workshops, we use Visio with a shape template designed for BPMN. This enables the team to rapidly map processes without the constraints of a specific vendor tool.
The focus of this workshop is to:
Think of "opportunities" as “what” can/needs to be changed in the processes and “improvements” as “how” (the things we are going to do) to change the process.
Analyzing business processes requires a solid understating of the current state of the business processes and the operational objectives of the business functions (department, business unit, division, etc.) within the scope of the initiative as well as the organization’s strategic plan.
In that context, we analyze processes from five perspectives: pain point analysis, KPI gap analysis, strategic gap analysis, root cause analysis, and critical question analysis.
Working with your team, we provide our deep BPR experience and expertise, including best practice tools, techniques, and methods, to facilitate high-intensity, short-duration, sprints to achieve the objectives of the workshop.
The workshop is designed for Subject Matter Experts (SMEs), business analysts and systems analysts, developers (associated with the business systems supporting the processes), supervisors and managers and other stakeholders with knowledge of the current state of the business processes and future state objectives.
BPR initiatives always (yes always) result in identifying more actionable candidate improvements than an organization has the time, budget, focus and resources to operationalize and implement. Accordingly, candidate improvements must be prioritized. Business cases enable prioritization.
A business case is an objective, fact-based analysis of a candidate improvement based on constraints, risks, cost, value, and other considerations as well as level of alignment with operational goals and objectives and organizational strategy.
Business cases enable the ranking, prioritization, and selection of candidate improvements to move forward into future state design and implementation.
The focus of this workshop is on developing business cases for the candidate improvements identified by your team.
Working with your team, we provide our deep BPR experience and expertise, including best practice tools, techniques, and methods, to facilitate high-intensity short-duration sprints to achieve the objectives of the workshop.
Business cases for the candidate improvements identified by your team.
The workshop is designed for Subject Matter Experts (SMEs), business analysts and systems analysts, developers (associated with the business systems supporting the processes), supervisors and managers, including senior management and other stakeholders with knowledge to assist in developing business cases for the candidate improvements. and assisting with analysis and prioritization.
The focus of this workshop is to:
At any given time, a business process has one current state, but can have many future states.
Your backlog has many candidate improvements. The improvements in your backlog, however, are rarely operationalized and implemented en masse as a single group.
Typically, low/no-tech “quick win” improvements are implemented early as they are discovered and more complex improvements, often dependent on the implementation of other improvements, are operationalized and implemented in cohesive sprints over time.
Working with your team, we provide our deep BPR experience and expertise, including best practice tools, techniques, and methods, to facilitate high-intensity, short-duration, sprints to achieve the objectives of the workshop.
The workshop is designed for Subject Matter Experts (SMEs), business analysts and systems analysts, developers (associated with the business systems supporting the processes), supervisors and managers, including senior management and other stakeholders with the business knowledge to assist in prioritizing and selecting candidate improvements to move forward into operationalization and implementation.
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I speak with many C-level and senior leadership team members regarding business strategy and many divisional/business unit leadership and management regarding strategy execution. The concept of cost optimization and cost cutting are increasingly a part of these discussions.
Cost optimization and cost cutting are often used interchangeably and often have different meanings across an organization. They are not the same!
Cost optimization is value driven from a cross-enterprise enterprise perspective. It enables smart reductions in the cost of operations and guides tactical and strategic spending decisions. Indiscriminate cost cutting, however, typically leads to sub-optimal results.
Working with your team, we provide our deep business process reengineering and operational experience and expertise, including best practice tools, techniques and methods for cost optimization to facilitate high-intensity, short-duration sprints that rapidly and accurately enable the team to identify, analyze and prioritize cost optimization opportunities.
A prioritized set of actionable cost optimization opportunities - tactical and strategic, aligned with operational goals and objectives and organizational strategy.
The workshop is designed for Subject Matter Experts (SMEs), business analysts, supervisors and managers, leadership, and other stakeholders with knowledge of the current state of the business processes to identify and prioritize strategic and tactical opportunities for cost optimization.
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