New Business Process Management (Business Analyst Development Series Part II)

When we build a business, a team or any system, we need to understand how the business or the team works (basic process identification) and how well it works (metrics). We want to understand what makes a process "good" and define the basic requirements that need to be met.

Knowing these requirements allows us to compare existing processes and policies with industry "good/best practices", because we want to understand where the business is on a given performance scale. That's why we use things like key performance indicators (KPIs) or other goal/objective-driven indicators. But these indicators, as useful as they are for some things, are often difficult to apply to others. This is where COPIS (Client - Output - Process - Input - Supplier) models, familiar from lean, become an incredibly useful tool: understanding and using the concepts of internal customer and internal buyer to map business needs, understanding and designing internal hand-off points in processes, controls built into processes.

This is where maturity models can become an incredibly useful tool. A maturity model shows how capable an organisation or system is of continuous improvement/continuous development. Basically, maturity is judged by how good an organisation or system is at self-improvement. During the workshops we will learn about some basic maturity models and discuss the limitations of the business process maturity model.

• business analysts with a few years of experience
• professionals who are involved in assessing and preparing the needs of projects
• who formulate requirements/specifications/
• system and process designers

• We are working on a process maturity model. The maturity model is an incredibly useful tool that shows how capable an organisation or system is of continuous improvement. Basically, maturity is judged by how good an organisation or system is at self improvement.
• During the workshops we will learn about some basic maturity models and discuss the limitations of the business process maturity model.
• With this knowledge, we will move on to a general model for understanding and documenting a process. The aim of this is to understand the process from the perspective of value creation and the business, so that we will be able to identify the key issues for process analysis.
• Based on the above, we will learn the key steps of process mapping / process documentation (based on the Business Process Model and Notation (BPMN) standard.)