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Business Process Analysis and Procedures

This document provides an overview of business process analysis and documentation. It discusses analyzing existing business functions, activities, and tasks to identify key inputs, outputs, dependencies, and hand-offs. This enables continuous improvement. It distinguishes between processes, which are the underlying functions and tasks of a business, and procedures, which are the documented instructions for performing processes. The document then discusses best practices for documenting processes by identifying process functions, activities, and tasks, and outlines how to develop procedure documentation, including defining goals, owners, steps, and controls.

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Leela Krishna Vegi
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© © All Rights Reserved
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Download as PPTX, PDF, TXT or read online on Scribd
231 views

Business Process Analysis and Procedures

This document provides an overview of business process analysis and documentation. It discusses analyzing existing business functions, activities, and tasks to identify key inputs, outputs, dependencies, and hand-offs. This enables continuous improvement. It distinguishes between processes, which are the underlying functions and tasks of a business, and procedures, which are the documented instructions for performing processes. The document then discusses best practices for documenting processes by identifying process functions, activities, and tasks, and outlines how to develop procedure documentation, including defining goals, owners, steps, and controls.

Uploaded by

Leela Krishna Vegi
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 27

Analyzing your Business Processes and

Documenting Procedures

Business Manager Curriculum


February 2014

Facilitators:
Greg Verret
Phil Maher

1
Agenda

Module 1: Process Analysis

Module 2: Process Documentation (a.k.a. Procedures)

2
Module 1:

Process Analysis

Understanding and Defining Your Business

3
What is Process Analysis?

Review of existing business functions, activities, and tasks that


enable the execution of your departments operations

Identifies key inputs, outputs, dependencies and hand-offs

Enables continuous improvement

Not just process mapping

Usually confused with procedures

Often is missing

4
Process vs. Procedure

Process Procedure
A process consists of the A procedure refers to
underlying functions, activities documented instructions
and tasks your organization used by your personnel to
must perform to fulfill its perform the actions
mission. required to operate your
business processes.
What are you in the business
of doing? How do I do it?

5
Terminology

Process Function: A group of related activities or tasks that accomplish a


specific objective.

Activity: A component within a process function; usually represents a collection


of related tasks.

Task: A component within an activity; usually represents a specific action to be


performed by a specific individual.

Once weve defined our process.

Procedure: A documented set of instructions used to guide personnel in


performing the related activities and tasks within a process.

6
Business Process Breakdown

These levels can be combined,


depending on the complexity of the
process.

Procedural documentation should


focus on describing the actions that
occur at these levels.

Adapted from the Business Process Management Institute, Analyzing the As-Is Process.

7
Business Process Breakdown (continued)

8
Business Process Breakdown Example

This is the 50,000-foot view


Each green box represents a process function, with sub-processes listed underneath

9
Business Process Breakdown Example (continued)

10
Key Points

Process Procedures

You must first define and organize your business into process functions (50,000-
foot view)

Then, drill-down into each process function and identify the underlying sub-
processes/activities/tasks that occur (5,000 foot view and below).

Meet in a room with a whiteboard and map it out (Microsoft Visio is also helpful)

Try to keep it simple only include as much detail as you need to identify the key
actions/tasks

11
Module 2:

Process Documentation Basics

Best Practices on How to Develop and Maintain Procedure Documentation

12
Whats a Process Function?

A group of related activities that accomplish a specific objective, process


functions have:
o A goal
o Clearly defined boundaries (beginning and end)
o Use resources
o Are consistently executed
o Produce consistent results
o Adds value without including unnecessary activities
o Can be internal (support) or external (primary)
o Cross functional areas

13
A Process function

Includes a set or series of related activities/tasks that accomplish a


single purpose
Provides for needs of internal or external customers
May involve multiple skill groups, people, or departments

14
An Activity

Includes tasks that complete a single deliverable of a process


function
Starts or finishes when one of the following occurs:
Objective or result changes
Work is handed off to another unit
A break occurs in the contiguous time it takes to
complete the activity.

15
A Task is

A component within an activity; usually represents an action to be


Performed by a specific individual
Utilizes a single form of technology
Occurs in the same contiguous time period
All tasks must be completed in an activity to produce a
meaningful deliverable

16
A Procedure is...

Process

A documented set of instructions used to guide personnel in performing


the related activities and tasks within a process.

The how to do it

17
Well-designed activities/tasks are typically

Measurable
Repeatable
Sustainable
Have customers (internal or external)
Produce an output of value to that customer
Have definable boundaries (start and end points)
Have an identifiable owner
Have internal controls built into it

18
Why is documenting process functions, activities and
tasks important?

Reduces operational ambiguity


Continuity of operations
Useful as a training tool
Auditors will ask and test
Identifying what process functions, activities and tasks are
Helps identify measurable results
Knowing what youre trying to accomplish/purpose
Aligning processes with your units mission and goals
Aligning processes with the University mission and goals
You cant improve your process if you dont know what it is

19
Why is documenting process functions, activities and
tasks important?

Identifies value added and non value added tasks


Identifies design inefficiencies/gaps
Identifies internal controls
Automation (evaluate and change your process before you automate)
Gives a better understanding of how processes relate
Helps identify strengths and weaknesses
Reduces risk

20
Before you start-think about the following:

What do your customers (internal or external) require (output)


What do you require from your suppliers (input)
Do you know of any gaps (expectations, performance or requirements
that arent being met)
Any current data
What happens now?

21
Now what do I do?

Plan
Analyze
Research
Prewrite
Draft
Format
Review
Edit
Approval

22
What should a procedure document look like?

Title
Goal and Objective
How often is the activity performed?
Who owns the activity?
Department
Office
Responsible person
Dates
Step by step (task)
Include links to documents, laws, policies, other documents
How to do it = procedure
Define your terms and acronyms

Process Document Example


Process Document Example

23
Writing the step by step activity

Start with the end in mind


Who receives the result?
No step is too small
Use simple language
Define your terms and acronyms
Internal controls are important
Can the results be measured?
Showing an example of the completed process

24
Flowcharts

A simpler way to document an activity (supplements procedure


documents)
A visual view or diagram
Shows the tasks
Swim lanes
Identifies the participants
Used for:
Design
Documentation
Management

Flowchart - Payroll

25
How do I know if I got it right?

Test it!!!!!!

26
Questions?

27

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