Business Process Blueprint
What is a Business Process Blueprint?
Business Process Blueprint is the bridge that connects the existing business processes and practices with the to-be-implemented BPM/ERP software solutions. This is done via a planned and extensive route starting from how things are to how things should be. The primary objective of business process blueprinting is to facilitate BPM/ERP implementation.
Imagine that a company wants to automate its payroll process. It cannot simply buy an application and implement it. The application must support and fulfil the requirements of the payroll process as desired by the company. So, there is a procedure to go about it. The company must establish the standards and requirements of its payroll process. Sometimes what is required stands deviated from what the actual practices are? Because of the reasons of effectiveness and efficiency, sometimes these actual practices also emerge as fixed constraints in redefining new processes. Once these internal shortcomings are sorted, the process definitions are aligned with the software platform under consideration.
In the case of simple processes, blueprinting them is not an uphill task. But in the contemporary business environment, processes are rarely simple. The workflows are lengthy. Even small operational tasks involve processing a myriad of complex variables. Then, there is the element of inter-functional or cross-process coordination. All these complexities and constraints have led to business process blueprinting emerge as a sophisticated domain of work.
Relevance of Business Process Blueprints
The most important role of business process blueprints is to serve as the foundational document for automation containing the revised and realigned process definitions to directly facilitate software selection and implementation to automate processes within a function(s).
Process automation is a highly resource-consuming project. Having process blueprinting done helps businesses save resources. Without these process blueprints, the selection of the right software platform is nothing less than leaving things to chance.
Business process blueprinting is an opportunity to realign and redefine business processes in light of updated business and environmental requirements. It is like an update of the business processes of an enterprise.
Process blueprinting also helps HR departments to revisit the job descriptions and re-identify the required skills and capabilities associated with every position. This goes on to help them further in more accurate recruitment, selection, training, and posting decisions.
The process blueprints become the foundation for all future process perfection efforts like periodical reviews, business process re-engineering and business process improvement.
Challenges in Developing Business Process Blueprints
One of the foremost challenges in business process blueprinting is the absence of SOPs (Standard Operating Procedures) for the execution of existing processes and operations. Having SOPs make process blueprinting a much easier task. It provides the foundation for defining the process blueprints. Many companies realise the significance of SOPs when they begin considering business process automation.
When a company seeks to implement any enterprise-wide project like developing process blueprints, it calls for the strong participation and involvement of the senior-most leaders of the company. Executive sponsorship provides massive impetus to put things on the fast track not only for the insiders but also garnering the necessary cooperation from the outsiders.
When developing process blueprints, a lot of inputs are required from stakeholders across an organisation structure. These inputs help shed light on the ground realities and ideas for operational improvisations. Securing enterprise-wide participation becomes imperative in process blueprinting projects.
The lack of adequate and appropriate user training is capable of rendering an entire process blueprinting project less effective. The moment automation gets involved, the required skills and capabilities to use such automation platforms also become a necessary consideration. Also, processes may undergo extensive makeovers making them alien to users who are accustomed to their working styles and patterns for months or even years. Although these are post-implementation problems, planning for the solutions must be done during the developmental stages.
How BPX can help
BPX is a process consulting enterprise specialising in delivering a wide range of BPM solutions. Developing business process blueprints is not a new concept for us. It is an inherent part of our solution-building mechanism. Every solution that we design goes through a planned and proven framework refined over the years. In a business process, blueprint consulting and implementation services, highlighted below is a sketch of what and how we do it.
Establishing the business, functional, and process objectives
Knowing the process outcomes is not enough; these must be established in clear-cut, unambiguous terms. This is what we do here. We use questionnaires and conduct extensive discussions with clients or their business representatives to understand and define the desired process outcomes. An important part of this step is comprehending what clients want to be able to do with a BPM automation solution. We have a team of experienced ERP implementation consultants to help clients decipher their process-IT requirements.
Assessment of the As-Is Processes and the Existing Business Practices
The next thing we do is the assessment of the as-is processes and the existing business practices. Here, we try to find answer to some vital questions like
- How the process is being executed in its current form
- Are any software platforms being used?
- How the processes are defined and the workflows being followed
- Who are the stakeholders or the process owners?
Process Gap Analysis
In process gap analysis, we review the existing business processes in light of the business requirements. The objective is to identify the gaps between how the processes are being executed and if this is the best way to reach the process objectives outlined earlier.
Defining the To-Be Processes
After process cap analysis, we identify and define the required process workflows along with the required operational standards. At this stage, we may also apply relevant principles and practices of business process re-engineering. In defining the to-be processes, it is very important to have an understanding of the BPM software solutions under consideration. The simple reason for this is that you cannot have a process requirement that cannot be aligned with the software’s capabilities.
Execution of Pilot Projects or Controlled Trial Runs
Once the newly defined processes are aligned with the software landscape and the business requirements, we execute pilot projects or controlled trial runs under strict observation. We do this on a small scale. It helps detect any anomalies and deviations in the early stages and implement corrective measures before implementation at a larger scale.
After incorporating the corrective measures, we again carry out the re-runs to ensure that process perfection is attained with the implemented software/automation platform.
Full-Scale Implementation with scope for Continuous Improvement
During full-scale implementation, our team of experienced business process consultants closely monitors every development and every performance metric relevant to the process blueprint ERP implementation. Any deviation detected is analysed and reported appropriately. Checklists are prepared and shared with clients so that they can easily monitor the process performance and initiate corrective measures as per requirement.
FAQ's
- It serves as the foundational document for automation and ERP implementation
- Having process blueprinting done helps businesses save resources.
- An opportunity to realign and redefine the business processes
- Supports HR in recruitment, selection, training, and posting decisions
- A foundation for all future process improvement efforts
- Establishing the business, functional, and process objectives
- Assessment of the As-Is Processes and the Existing Business Practices
- Process Gap Analysis
- Defining the To-Be Processes
- Execution of Pilot Projects or Controlled Trial Runs
- Full-Scale Implementation with scope for Continuous Improvement
- Absence of SOPs (Standard Operating Procedures) for the execution of existing processes and operations
- Lack of Executive sponsorship to put things on the fast track and garner the necessary external cooperation
- Poor change management
- Failure to secure an enterprise-wide participation
- Lack of adequate and appropriate user training