Business Process Analysis & Design

DMAIC | Define Measure Analyze Improve Control

Analysis & Design


UMAX  The objective of the Core Process Analysis is to define the As Is situation and the Business Requirements of the Company "To Be" implemented mostly with a new business software.

Having properly designed business processes in place is the key to efficiency, scalability, and competitiveness.


UMAX The AS-IS Process Analysis constitutes a wide level of activities covering discovery of business requirement definitions & data collection about existing processes.

The main activities of this title:
  • Examine & Document current processes and practices to understand the main business factors that currently benefit the business.
  • Gather business transaction and data volumes from the future business model to help assess the system’s ability to support current and future business volume.
  • Document audit and control requirements to satisfy financial and quality policies.
  • Identify the business operating requirements that the technical architecture will need to support.
  • Analyze and identify the reporting requirements for the business.
While working on either designing a process from the ground up or re-engineering an existing process, consider the following:
  • By simply analyzing your processes (whether or not you intend to automate them) you begin to recognize redundancies, inefficiencies, areas of risk, lack of succession planning, and more.
  • Business process analysis is core to improving how your business operates.
  • Standardization helps in achieving consistency by benchmarking best practices across the organization.
  • Implementing meaningful KPIs identifies areas of improvement including bottlenecks, errors, and slow cycle times.
  • Automating repetitive tasks to allow your employees to contribute in more meaningful, value-added ways that improve loyalty, engagement, and job satisfaction.

A project’s success hinges on defining the problem correctly, which includes identifying why we are establishing this new process. Will it add value, or could we survive without it; who will the customers be for this process, both internal and external?
Defining the problem makes or breaks the process.
Begin by considering the output of the process, and what it needs to be.
Define and document the requirements that must be delivered.
Identify and document your stakeholders - regulators, other functions in your organization (Human resources, IT, operations, sales, purchasing, etc.), actual end customers.
Work through each of the previously defined requirements, focusing on the minute details of the form it should be delivered in, and how to deliver on those requirements from there on together with your customers.