Overcome Barriers With Our Expertise

In real life, the Life-Cycle Model may not progress as under ideal conditions. There may be situations where the cycle cannot be addressed completely. For instance, a company may only be interested in documenting the way processes are run. Accomplishing a re-design may not be an objective, or the competency may not be adequate to realize it. Similarly time and effort required for implementing the approach may diversify depending on corporate culture. It is essential that the organization adopts a “process-based” (activities and added business value) business architecture orientation rather than a “functional” (duty and expertise) one.

We help you transform your corporate-level vision and strategies into process-based business architecture. Depending on the preferences of your organization a separate organizational unit is founded who is responsible of developing the process management plan. This plan defines phases, possible business process services, clear outputs, transition plans and communication channels. There is always a dual perspective, where the existing “as-is” and targeted “to-be” scopes are modeled and analyzed separately. Models and analysis outputs are disseminated throughout the organization through the communication channels created. The transition plan of the target architecture is laid out as transformation roadmaps.

Our consultancy and advisory services provide necessary guidance at every stage of the complete business process life cycle.  These cover discovery methods, scoping, modeling and analysis, model assessment,  framework support, tool support, organizational support, assessment of outputs and communication channels, guidance, evaluation and reporting, transition planning and transformational execution.

Applying Life-Cycle Model to Business Processes

The Business Process Management Life Cycle Model is an approach aiming at the continuous improvement of the processes thus enables a long-term discipline to live as part of the business structure within an organization. The model is composed of 6 main stages: identifying, revealing, analyzing, redesigning, implementing and monitoring processes. One of the foremost methods that supports this enduring discipline is Business Process Modeling.

Business Process Modeling is an analysis technique that embodies the way a process works and how different resources are brought together and utilized throughout the life-cycle for a common goal. Defining the scope, triggers, activities, interconnections and performance criteria makes it possible to thoroughly examine how business is actually operating. The purpose of this examination is to attain the design that will bring change and progress. Important is that re-design effort will accommodate effectiveness and efficiency inline with the goal. With help of simulation technique it is possible to monitor whether a process will really run as it is modeled and measure its productivity in terms of time and resources. Hence design efforts can be sustained until desired objectives are reached.

Business Process Modeling is Important!

Business process modeling enables business analysts to model, document, manage and communicate business processes by providing a clear picture of workflows, inputs and outputs. With clarity around its business processes, an organization can work to better align people, processes, data, technologies and applications to meet its strategy. Business process modeling and notation diagrams and accompanying analysis results help teams to more quickly see areas for improvement as well as practices susceptible to security, compliance and other risks so controls can be put into place to mitigate exposure. With up-to-date business process models companies are well-positioned to more quickly identify and optimize critical end-to-end processes and value streams.