Business processes are the backbone of any organisation and their effectiveness is crucial to the company’s success. As businesses evolve, their processes must adapt to keep pace with the company’s changing needs. This is where process improvement comes in and understanding the current process and how it can be improved is a key responsibility of business analysts. This is where the “As Is” “To Be” process comes into play.
The “As Is” process refers to the company’s existing process, while the “To Be” process is the future state of the process once the improvement has been made. The journey from “As Is” to “To Be” can be complex and requires careful planning and execution.
Business analysts can use various techniques such as process mapping, as is process analysis, to be process models and process improvement to help streamline business processes for better efficiency and productivity.
This comprehensive guide for business analysts will delve into the “As Is” and “To Be” processes, business process management and the different methods used for process improvement, including mobile process mapping solutions.
We will also cover how to create a to-be process map and documentation and how as-is process mapping can be used to identify pain points in the existing process.
This guide aims to provide a detailed roadmap for successful process improvement and empower business analysts to make impactful contributions to their organisation’s success.
TL; DR
- The “As-Is” process involves a comprehensive analysis of the current state of business operations, identifying existing procedures, systems, and workflows.
- The “To-Be” process is the creation of an improved future state that aligns with the company’s objectives and goals, focusing on efficiency and effectiveness.
- Benefits of conducting this research and documenting these findings include clear identification of areas for improvement, better decision-making based on data, prevention of scope creep and alignment of project expectations.
- Key artefacts created in this process include the Current State Analysis report, Future State Analysis report and Process Improvement Plan.
- A Business Analyst (BA) puts together these artefacts by conducting thorough research to understand the current state, then using analytical skills to design the future state. The BA documents all findings and plans in the respective reports, ensuring all stakeholders are informed and that the designed processes align with the business objectives.
Defining “As Is” and “To Be”
In the realm of process improvement initiatives, “As is” refers to the present business processes currently. When we talk about the “as is” phase, we often refer to the process of creating an as is process map, which outlines the process flow and process data associated with the current state of affairs.
This is an essential step towards effective continuous improvement implementation. However, gaining insight into current processes and attempting business improvement can be extremely difficult without employing workflow management software.
“To be,” on the other hand, refers to the desired future state of a business process. This is often represented in a To be process map, which outlines the proposed future processes and the business process model that will align with business objectives.
The To be state incorporates new process data and optimises process flow to achieve the desired outcome. Ultimately, achieving an effective to be state requires ongoing business improvement efforts with an eye toward meeting business objectives.
Working example of a “As Is” and “To Be”
Business objectives involve maximising profits, minimising costs, delivering products and services efficiently to customers. The current process of fulfilling customer orders involves the supplier receiving a notification of the order and shipping out the products ordered online. There are several process breakdowns, with business users confused about the status of their orders.
Process maps are created through in-depth analysis and personal interviews with business users to get an accurate visual picture of the current process. The process maps determine the business risks and the functioning business activity model of the current processes. However, with the help of workflow management software, these processes can be streamlined to improve efficiency.
Future process changes involve moving all products sold online to a third-party logistics provider (3PL) and integrating the website with their order management system. This will simplify the process by having a specific process for all orders, reducing confusion and risk. To visualise the future state process, process improvement experts use the to be BPMN diagrams, which give an accurate and detailed representation of the new process.
A few example scenarios of the future process include the business user placing an order on the website, which is then sent to the 3PL through the website integration. The 3PL then processes and ships the order, with the order status being updated on the website.
This eliminates the need for the supplier to handle individual orders, reducing their workload and improving efficiency. Another scenario involves the 3PL having a delay in processing an order, which triggers an automatic notification to the business user informing them of the delay and providing an estimated delivery date.
An in-depth analysis of the current process, combined with personal interviews with business users, helps to create an accurate visual picture of the current processes. Using the process research mix, the future process is designed and visualised using to be BPMN diagrams.
The future process involves moving all products sold online to a 3PL and integrating the website with their order management system. This process will help to reduce confusion, improve efficiency, and increase customer satisfaction.
The “As Is” “To Be” Process
The “As Is” to “To Be” process is a critical tool for business improvement. It involves analysing existing business processes and identifying gaps or inefficiencies before developing a plan to transition to a new, improved state.
Here’s a breakdown of the key steps involved:
- Process documentation: The first step in the process is to thoroughly document the existing business processes. This involves interviews, observations and reviewing existing documentation to get a very clear understanding of how things currently work. Mobile process mapping solutions can be used for ease of documentation.
- Process analysis: Once the existing processes are documented, the next step is to analyse them. This helps to identify inefficiencies, bottlenecks and areas where errors frequently occur.
- Define the “To Be” process: Based on the analysis of the “As Is” process, the next step is to develop a plan for the new, improved state. This should address the problems identified during the analysis and align with the organisation’s strategic objectives. Workflow diagrams can be created to illustrate the changes that need to be made.
- Develop a transition plan: A robust transition plan is required to move from “As Is” to “To Be.” This outlines all the necessary steps, the resources required, and the timeline for the transition.
- Implement changes: Once the transition plan is in place, it’s time to implement it. This could involve modifying business processes or implementing new technology.
- Post-implementation implementing: After the changes have been made, monitoring the new process and gathering feedback is important. Adjustments may be necessary to ensure the new system works effectively and produces the desired output.
Throughout the process, it’s important to maintain process consistency and keep the process manager involved to ensure effective continuous improvement. At the end of the process, a new as-is process map and to-be process map will be created.
Along with related process documentation and process models. With the right approach and dedication, the as-is to-be process can lead to successful process improvement and help organisations achieve their strategic goals.
Template for “As Is” “To Be” Document
Here’s are sample headings for a template that can be used for documenting the “As Is” and “To Be” process:
- Purpose of the document: give a brief description of what the document is for and the process that is to be reviewed.
- Process Name: The procedure under scrutiny and its function within the organisation.
- As Is Description: Write the current “as is” process in full; include flow diagrams where necessary.
- Issues/Challenges: Identify the challenges and issues with the current process.
- To Be Description: Write the proposed, to be processes in full; include flow diagrams where necessary.
- Proposed Changes: Identify the changes that need to be made as a result of implementing the to be process and the business units impacted by these changes.
- Benefits/Improvements: Clearly articulate the benefits of implementation of the new process. Where possible, be specific and include forecasts and estimations.
- Transition Plan: Create a plan and timeline on the implementation of changes. Outline the stakeholders that need to be notified and a communication plan to the business.
How do Solution Business Analyst use this process to help our clients?
At Solution Business Analyst, we use the process of as is to be to help our clients achieve effective continuous improvement by implementing a to be process that improves their business process.
Our process mapping helps identify the as is process to map out the current business process. This provides clients a clear understanding of their processes to identify gaps and develop realistic targeted improvements with the to be process model.
With the adoption of mobile process mapping solutions, we have streamlined process mapping and made it more efficient, eliminating the burden of traditional paper-based processes and enabling real-time feedback.
The to be process documentation and mapping are created after analysing the as is process map, providing a course of action to integrate to be improvements seamlessly. The to be map is a roadmap to follow to achieve the desired future state.
Our approach of analysing the as is process through phase outlines enables us to determine the process management approach required to achieve the desired to be process state.
In addition, we use as is process analysis to determine the bottlenecks in the existing business process, allowing us to identify the business improvement areas that require attention.
Without the to be process, a business improvement would be extremely difficult to achieve, which is why our role at Solutions Business Analysts is crucial. By providing our clients with the tools and expertise in business analysis, they can achieve their desired business improvement efficiently and effectively.
In conclusion, transitioning from “As Is” to “To Be” is a crucial phase for any business analyst looking to change a company’s processes. Understanding the current state of affairs and identifying areas that require improvement through developing “As Is” process maps is crucial. The next significant phase is to develop “To Be” process maps with possible solutions to identified issues.
The results obtained from a process improvement initiative can be challenging to implement, but with the right mobile process mapping solution, creating workflow diagrams and outlining the “As Is” phase can be more manageable. Crucially, businesses must understand that the “As Is” process state and “To Be” process maps represent two completely different processes.
Though it may appear daunting at first, the ultimate benefits of effective continuous improvement implementation cannot be overstated. Therefore, businesses must adopt a process improvement culture that prioritises efficient understanding of processes through technology, communication and analysis of available data.
This comprehensive guide provides business analysts with the necessary tools to turn the “As Is” process into a more efficient “To Be” business process, making business improvement difficult, if not impossible, to ignore or overlook.