consulting4results Approach and Products BPR

Approach and Products - Business and Process Analysis

This page describes how we can help you and lists the typical products/deliverables you can expect on a consulting assignment.

Before starting any analysis there are some questions that would be asked:

To what level do you need to analyse the business? Understanding this drives the technique or techniques that will need to be used. It is also good practice to map and model processes top-down

Which analytical techniques to use? Visual representation of processes are more powerful and are easier to use. It is sometimes necessary (and good practice) to use more than one technique. Avoid techniques that are open to interpretation.

What software tool do you want to use to facilitate and capture the analysis?

What is the scope of the work (i.e., end-to-end or selected entities)? More specifically, whose perspective needs to be mapped or modelled? If this is not clarified the analysis could be flawed

Where is value created or destroyed? You need to understand the relationship between linked processes/activities and inputs to a process and its underlying activities, the resources that are consumed, and the outputs

What are the process and organisational boundaries? The answer to this question will help to scope the work as well influence the choice of analytical technique

Approach

1) Production of process maps/models and associated narratives

The maps and models are best done in Workshops involving people from across the business who between them understand the totality of the business (or part thereof) that is being analysed. Detailed narratives can be created off line. Once complete, the ‘as is’ process maps can be used in a range of different ways to inform other analysis or take decisions. Here are some examples of their application:

Benchmark performance between business units using the same processes

Inform the development of an Activity Based Costing model

Assess value-add of both individual processes and processes in a whole chain

Identify critical areas of interest that need to be analysed in more depth and/or monitored (through performance indicators) before any changes are proposed

Shape the future ways of working

The future or ‘to be’ process models can be applied in a number of ways - here are some examples:

Conduct dry runs in a ‘model office’ environment to check with affected staff that the new processes will work

Identify tangible benefits which can then be incorporated into the business case for change

Communicate to staff not involved in the analysis how ways of working will change and what it means to them as individuals

2) Performance Indicators

Process maps and models can be used to create a balanced set of business performance indicators. These in turn can be used to monitor/baseline performance across the whole value chain or in areas where you have most concern. Alternatively, the indicators can be used to help continuous improvement

3) Quality Assurance

If you prefer to map and model the business yourself, we can conduct an independent review of your analysis and give you feedback

4) ‘Critical Friend’ advice

You can call on an ad hoc basis (normally facilitated by a call-off contract) to provide advice and guidance

Products

Here are typical products/deliverables you can expect from a Business and Process Analysis consulting assignment:

1. Process maps/models and associated narratives

2. Feedback on work you have produced

3. Demonstrable and measurable skills transfer

4. Training courses

If you have any questions, or would like to discuss how we might be able to help you, please send an e-mail to:

info@consulting4results.co.uk