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New Post 10/8/2018 8:17 AM
User is offline Sam_Talarico
1 posts
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Business Process Analysis 


  I recently started a new position with a University as a Business Process Analyst (I am out of college a little over a year). The role is new at the institution I work for which really gives me the opportunity to shape how I want my projects to be run. So far the way I've been handling new projects is as follows: 

  1. Get an overview of the project and what the perceived issue is
  2. Interview the stakeholders I've identified 
  3. Create a process map then have it verified by the stakeholders
  4. Create a list of current issues with process as-is
  5. Identify areas of opportunity to improve the process
  6. Meet with the web developer, my manager, and a few other IT staff to discuss potential solutions
  7. Decide the best course of action
  8. Map the to-be process 
  9. Share with the stakeholders
  10. Once the solution is ready to be implemented, assist in the roll out to the stakeholders
  11. Follow up with the stateholders regarding their satisfaction with the project

I've come up with this process through some research as well as trial and error. I am in a position where I don't have someone who is telling me what to do or what best practices are so I am looking for some mentorship/guideance in what I can be doing better or perhaps some resources that I can utiilize to improve the way I do things.


I really would appreciate any feedback!! 

Thank you,


New Post 7/10/2019 8:34 AM
User is offline Mark Wright
2 posts
No Ranking

Re: Business Process Analysis 

I think you are doing the right things however the concept of an 11 step process highlights that what you are doing is too processional. With so many steps getting anything done will be difficult and you are acting as the gopher here going between stakeholders, management and IT. This will only lead to pain, mainly in trying to justify each area to each other in terms of decisions and approaches.

So I would and do things differently - same things happen but in a different way.

1) Stakeholders - Identification of stakeholders - particularly identifying those who own the processes and those that use the processes. The former you keep in the loop but the later are the ones that you need to talk to about the process. The identification of stakeholders will lead into step 2.

2) Workshop - With multiple stakeholders for one or more processes the only way to make real process is to hold a workshop. Get the stakeholders particularly the users of the process into a room and map out the as-is process. (Lots of post-its and brown paper.) Often the stakeholders will have different views as to the process. Only by bringing them together will you get an end to end picture and understand the objectives of the process. 

After the As -is is mapped out you can look at the issues with the process, focusing on the users experience. How often is a process used, why is it hard to use etc. These will allow you to identify areas that make sense to improve based on usage and delay / difficulty. 

Once you have the issues, talk about the solutions, what do the user want to happen, the to-be. What will make the process flow better.  

It helps to get a representative from IT into the issues and potential to-be discussion so they can understand first hand from the users.

 3) Draw up the as-is diagrams and issues and circulate for confirmation with stakeholders.

4) discuss ideas and potential solutions raised in workshop with appropriate parties as to the options that can be taken.

5) Present the options back to stakeholders - suggest this is again in a joint meeting so get direct feedback between stakeholders.

6) From here move forward to implement agreed way forward.

What the key difference is, is the method of engagement and the bringing everyone along together. You should be a facilitator and not a go-between the different stakeholders in this process. 

You can influence the design and the outcome, but the important point is the stakeholders will feel engaged and part of the solution. Imposing solutions onto stakeholders is almost never a good move, you need them on the journey to the decision. 

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