As-Is Business Processes
The following steps can be executed to define the current (as-is) business process in preparation for defining the to-be business process. These business processes help define the business requirements for the project.
| Identify business goals |
- Define the goals to be achieved by the business. The project charter should help outline the project’s goals.
- Define measures: Document how the business objectives are measured.
- Structure business goals: Identify relationships among goals; Create a hierarchy of business goals.
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| Identify business processes |
- Determine which processes affect the business goals: Which processes help the business achieve the goals?
- Document the steps in each process: Briefly detail the flow of each process, Create process flow diagrams for each process.
- Document business rules: Identify the business rules that apply to each step in the current system; Document in the flow diagram or in project notes.
- Identify process relationships: Determine which processes affect others; Document dependencies
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| Identify business users (actors) |
- Determine which users execute the processes.
- Determine who actually performs the work described in the process diagrams. The Actor list will be included in the Business Requirements Document.
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| Capture business terms |
- Capture business terms: Include all terms; don’t overlook or omit seemingly obvious ones.
- Reach agreement on definitions: Develop a common definition for each term; Some terms may have multiple definitions.
- Document business terms in the Glossary section of the Business Requirements Document.
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| Refine the results |
- Review & update process diagrams: This should be an iterative process of review and refinement until each process diagram accurately reflects the as-is system.
- Review & update Glossary section of the Business Requirements Document; Add or revise terms & definitions as needed.
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To-Be Business Processes
The following guidelines describe steps to be executed to define the new business process in preparation for defining the business requirements for the project.
| Review as-is process flows |
- Review the as-is process flow diagrams.
- Ensure that stakeholders understand the current processes.
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| Identify business processes that will change |
Determine which processes will change:
- Which processes will this project change?
- Try to think beyond how you think the system will change.
Identify process relationships:
- Determine which processes affect others.
- Determine which processes will require change as a result of each proposed change.
- Document dependencies.
Document business rules:
- Map the as-is business rules to the proposed to-be processes.
- Identify required changes.
- The project may change some rules without directly modifying the related process.
- Explore automation opportunities and Document in process flow diagrams or project notes.
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| Create proposed to-be process flows |
Develop the proposed to-be business process flow diagrams: Document how you think the business processes and rules should look when the project is complete. |
| Capture business terms |
Capture business terms: Include all terms; don’t overlook or omit seemingly obvious ones.Reach agreement on definitions:
- Develop a common definition for each term
- Some terms may have multiple definitions.
Document business terms in the Business Requirements Document.
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| Refine the results |
Review & update process diagrams: This should be an iterative process of review and refinement until each process diagram accurately reflects the proposed future state.Review & update Glossary section of the Business Requirements Document: Add or revise terms & definitions as needed. |
