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Week 3 - Business Systems and Processes Etc - Coggle Diagram
Week 3 - Business Systems and Processes Etc
High level - focus of architectural analysis, this is seen as a 'zoomed out' approach.
High level – focuses on the major business processes and their inputs, outputs and measures.
Mid level – focus of most process redesign
and improvement projects.
Mid level – processes that make up major business processes and their subprocesses.
Low level – procedures, tasks and steps – task analysis, this is seen as a very zoomed in approach.
Activity level analysis – detailed analysis of a specific activity, including the procedural steps, the roles, the rules and the IT systems used.
The overall complexity of a process affects the analysis.
Simple processes usually follow a consistent well-defined sequence of steps with clearly defined rules.
Each step or task can be precisely defined and the sequences lacks branches or exceptions.
These involve branches and exceptions, and draw on many rules, and tend to be slightly less well defined.a
More initiative is required on the part of the human performers.
These processes cannot be automated using current technologies.
Training not required rather advanced degrees that demonstrate creative or analytic skills required.
Processes change often and evolve over time, requiring the study of evolving knowledge to create tasks that create successful results.
Output problems – customer is not getting what is expected.
Input problems – suppliers of the process in scope are not producing what is need by the process-in-scope
Problems with controls – created by high-level management and tend to define or control how the process is performed.
Problems with enablers – enabling or support processes fail to provide or maintain the resources needed by the process-in-scope.
Process flow problems – see Ch.9
Day-to-day management problems – See Ch.9
An approach to a business case for process re-design can include the following stages:
Define the As-IS process (what is in and out of scope)
Determine what the As-IS process is or is not doing now (concrete measures).
Define what the To-Be process should or should not do when it is completed (the goal of the project).
Consider the means you will use to bridge the capability gap.
Then consider what bridging the gap will cost in terms of time, cost, and effort.
Finally, consider the risks and the politics and revise if needed.