Transforming your business processes requires generating an idea of the future state (“to-be”) from your current state(“as-is”) – and on to defining the corporate value for the project.
If completed accurately, this groundwork will establish alignment of opportunities with organization, improve the efficiency of your team, eradicate unwanted process, and trim down the time to benefit for your project.
AREA OF CONCENTRATION
- Project Organization
- Current State (“AS-IS”) Analysis
- Future State (“TO-BE”) Opportunity
- Business Case
- Project Charter and Roadmap
A successful business process transformation project requires an organization of business process owners (also called Key stakeholders). With this team of business process owners, we determine the project scope, objectives, and metrics for the engagement.
Our team will ensure all participants in your project are in alignment and have a common understanding of these focus areas. Next, we will guide you through four project initiation steps.
Current State (“AS-IS”) Analysis
Analyzing your current state requires gathering key performance metrics and their value. Examples include productivity, quality, overtime, inventory, and others.
Another integral part of any current state analysis is business process mapping Depending on your industry, these can include processes like Quote to Cash, Procure to Pay, Finance process, Plan to Manufacture, etc. NarraTree will help you create these end-to-end maps at a functional level.
By visually engaging in this business process documentation, it becomes very easy for the team to identify waste and unneeded data and processes. These current state problems are documented as opportunities to be addressed in the future state.