Chapter 3. Process discovery 51
Use value chain analysis to orient your business processes on the landscape for
your enterprise. With the value chain you create a common reference and
foundation for building the business case to justify planning and implementation
for your business process.
3.3 Assessing business processes for business impact
For your first BPM projects you will have inherently decided to proceed with
discovery and analysis work simply by selecting the process. But after your first
process implementations and as your culture begins to recognize business
processes and process owners, you will have no shortage of candidate
processes for implementation. Which process do you work on next? You need to
prioritize your business processes and select those for the initial investment of
discovery and documentation. Having a decision gateway in process selection
for further discovery and analysis is an indication of organizational maturity on
your BPM journey.
3.3.1 Conducting a process improvement and discovery workshop
The Process Improvement and Discovery Workshop (PIDW) is an assessment
tool that, in less than three days of time invested, can help determine whether the
process has a valid business case and an ROI worth pursuing further. The PIDW
aims to start very preliminary discovery and document the initial business impact
as well as determine technical feasibility to implement and deploy a process
solution. This workshop sets an accurate level of expectation for both the
delivery participants (IT) and operational business participants (business process
owner and SMEs). The objectives of this 2 - 3 day workshop activity are as
discussed in the following sections
Through collaborative discussion and documentation in Blueworks Live, the
process and process owner are once again verified. Workshop participants
identify and document the business drivers and begin to form a perspective that
places this process on the enterprise value chain and traces to corporate
objectives. The business process success factors should be clearly stated in the
process description. Process risks and issues should characterize the business
impact if the process remains as is.
Both business participants (process owners and SMEs) and technology
participants (delivery team and architects) must have a common understanding
52 Scaling BPM Adoption from Project to Program with IBM Business Process Manager
of the business process. This means that all participants share a common
understanding as to the process definition, the business impact, and how to
measure that impact. Participants also gain a common understanding of the size,
scope, and complexity of that process, and a vision for how to apply IBM
Business Process Manager V7.5 to solve the business problem and deliver
measured business value.
Assessing a business process begins by mapping it on the enterprise value
chain and aligning to corporate initiatives. Teams often gain a broader
perspective on the impact and importance of the process as they begin to outline
the business case. Process assessment validates key performance indicators
(KPIs) and service level agreements (SLAs) and how they might roll up to the
enterprise to support corporate objectives. For many teams, this assessment
exercise uncovers large value statements, further justifying the implementation
of the business process.
The workshop participants collaborate to define the business process, proposed
approach, and next steps for a successful project. Discovery work includes
proposing a solution approach and solution design to deliver business value. The
output of this workshop should also include next steps to plan and implement a
successful BPM project.
Preliminary analysis
During the 2 - 3 day workshop there is little time to for analysis and process
improvement work, but opportunities should be identified and documented for
further discovery and analysis. There might be simple changes that can be made
to the as-is process to realize some improvement. These can be proposed,
played back to the workshop participants for validation, and documented. It is
important, however, to set expectations that a 2 - 3 day workshop will not
produce an optimized process.
Process improvement is a long journey and should not stop with PIDW. A PIDW
by itself is not a process improvement exercise. Process improvement will not
Note: Be careful not to limit assessment of business impact to the value
gained through
process automation alone. With a limited perspective, value
statements often pertain only to task efficiency, team productivity, and
business throughput. There is often additional and significant business impact
hidden in new management capabilities afforded by
visibility and control that
might lead to improved customer satisfaction, higher quality output, and more
revenue opportunity.

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