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When defining requirements, is business process mapping a useful exercise?
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7 Answers
Yes, yes, and more yes!! Business process maps are invaluable tools to understanding what's going on in different areas of the business, what's required to kick off a process, and what's the expected output of a process. These are the blueprints that act as the basis of discovery and conversation for everything else that follows.
Different industries have different terminology, and you can even find different terminology across departments in the same organization. The maps, pictures, or diagrams strip away the potential language differences and ensure that everyone has the same or similar understanding of what's taking place.
They are also useful for identifying migration paths when you want to change, modify, or optimize an existing process. It's easier to see where bottlenecks might occur and how to work through them if you have things clearly defined in a diagram. If you haven't used them before, try it - you won't be disappointed!
I agree with Dana. This is an absolute must when it comes to defining requirements. You should check out our recent blog posting (the first of a mini series that we are doing) that discusses the proper steps any business should take when deciding to upgrade or purchase business software: http://www.discretemanufacturingerp.com/manufacturing-news-blog/bid/122432/St...
Thanks,
Laurence
www.tlcgroupinc.com
www.discretemanufacturingerp.com
In my opinion it does if it is To Be business processes. I've written a bit on this topic in:
How “As-Is” Process Mapping Can Damage Your SAP Project
http://www.r3now.com/how-as-is-process-mapping-can-damage-your-sap-project
Over the years I've seen this played out so many times it is frightening. The basic premise is this: companies who invest in COTS (Commercial Off the Shelf) business software applications are generally doing so to standardize on a longer term cost-effective solution. They are generally trying to get away from the constant care, feeding, and maintenance of custom or home grown systems.
So, when you adopt a large business software application spending too much time on mapping the AS IS process (the current state) can create tunnel vision. It causes a company to go down the path of redesigning the package to look / act / feel exactly like the custom stuff they are trying to get away from.
On the other hand, mapping TO BE processes is helpful. This can be done with an eye toward whatever the application has to offer and then you will be able to fairly quickly judge where there are any gaps or issues that need to be addressed. This also keeps the business participants focused on the future state rather than getting bogged down in their current custom environment.
Anyway, that is my quick summary...
Agree with all and the next step to build is also now via the map where all business logic pre built yet can build any process application "The Map is the App"! It is the future now! See why and how here http://bit.ly/yJGLoL
PS and it replaces COTS with a focus outside in supporting business innovation. See this interesting blog http://blogs.forrester.com/craig_le_clair/12-01-09-stuck_in_cement_when_packa... .
Yes. And like Bill said, unless you're bringing forward some of the "as-is" processes and need to validate and or update them, focus on wrapping your new business process around the software as much as possible. The process mapping exercise forces people to not onoy think about how what they need the system to do but the whole operation, including approvals, manual interventions, exceptions, notificaitons, etc. I've always found it useful to start at the high leve and map the breadth of process and then drill-down into the details in an iterative approach that ensure key stakeholders stay engaged and ultimately bough-in. Good luck!
Business requirements are only about document and processes. Mapping business processes is not only usefull : it is a MUST .... whether to apply them or to kill them.
I agree with Dana that BP are invaluable tools to approach requirements, but be carefull not to drive old defects into your new business architecture. This is not obvious : it may take monthes to understand how wrong are those business processes as they are ALWAYS solving things you are not aware of : they are solving existing mal-functions.
So they may turn those mal-functions into requirements !!
Process mapping is generally useful, even valuable, in almost any application, and the question should not be limited to ERP adventures.
The disconnects between "should be" and "are, really" typically uncovered are revealing, both to out- of-touch management and the staff who thought that they'd been doing things "right" all along.
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