Chapter 3. Process discovery 77
of view of the cost of
not pursuing this business process opportunity. Use the
pain points previously identified to quantify how agility will add value to the
business and support corporate objectives. Common gains that might be hidden
in your business process are:
򐂰 Value of elimination of rework
򐂰 Value of elimination of process variation
򐂰 Value of reduced errors (higher quality)
򐂰 Value of improved human efficiency
򐂰 Value of reduced head count
򐂰 Value of new revenue possibilities
򐂰 Value of improved customer satisfaction
򐂰 Value of employee satisfaction
򐂰 Value of employee retention
򐂰 Value of activity monitoring
򐂰 Value of improved SLA compliance
򐂰 Value of improved forecasting
򐂰 Value of added visibility for corporate strategy planning
While we do not want to understate business value, we should also be careful
not to overstate it either. This does not mean that we should “pad” our estimates
or be conservative to protect our ROI in the event that our assumptions are
wrong. What this means is that if we cannot fairly quantify the value of a
component of the ROI (that is, customer satisfaction) today, we should still
include this in the ROI but qualify the value statement as subjective or not
measurable today. The new and improved process should give us the tools that
we need to quantify these value statements in the future.
3.5 Analyzing business processes with Blueworks Live
Before we start planning or implementing a business process, we have an
opportunity to analyze what we have discovered. This might be the first time
stakeholders, process owner, and participants have had a comprehensive view
of the entire business process. Blueworks Live has tools that you can use to
analyze a business process from different perspectives.
Analyzing for accuracy
The first objective in process analysis concerns the model itself. Does the model
and documentation gathered adequately and accurately represent the business
process? Are the activities described to a level of detail that is useful and clearly
understood by all? You will validate the process model to ensure that the model
is both complete and accurate. The model must be a useful representation of the
business process. The model should be a good communication tool serving as a
78 Scaling BPM Adoption from Project to Program with IBM Business Process Manager
common reference easily understood by all parties involved in the discovery,
planning, implementation, deployment, and management of the process.
Analyzing for execution
The process model should also be executable. This means that the same
process model should be ready for import into the executable runtime
environment of IBM Business Process Manager. The model
is the solution.
Process analysis includes reviewing all activities for granularity, context, and
completeness appropriate for an executable process.
Analyzing for activity granularity
The single most challenging concept in analyzing and documenting a process is
activity granularity (also known as task decomposition). As you analyze your
business process for good fit and accuracy, you will look for an appropriate level
of task decomposition. All tasks at a given level, as shown in the discovery map
perspective in Blueworks Live illustrated in Figure 3-14 on page 79, should be
similar in granularity. That is, the activities should be similar by some measure,
such as size or duration. For example, an activity for a dinner party such as
the dishes
, which might be performed by, at most, two people working together
for less than an hour would not be similar in number of participants or duration if
proceeded by the activity
add soap to sink.
Note: An accurate business process model is one that:
򐂰 Is complete, whereby
every activity has a complete definition for the activity
name, participant, owner, experts, inputs, outputs, customer, supplier, and
a user story description
򐂰 Is thoroughly and universally understood by the operational business
(stakeholders, process owner, subject matter experts, and process
participants),as well as technologists (analysts, solution architects,
and developers) as a factual and correct representation of the
business process.

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