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.