BUSINESS PROCESS
ANALYSIS
Dubai 07/11/2022
Instructor : Yunus Khan
786yunuskhan@gmail.com
INTRODUCTION
Yunus Khan
ROLE : Freelance IT Consultant / Middle East
Yunus Khan is a highly skilled IT professional with over 15+ years of experience in various roles within (E-Commerce, Manufacturing, FMCG, Real
Estate, Logistics & Warehousing). He was worked for global brands like Procter & Gamble & HEINEKEN company.
A certified Business Relationship Manager Professionals and change agent who is passionate about people, IT & business goals. Yunus has trained
and coached individuals and groups in Document Control & Records Management , IT Leadership, SAP, Agile Methodologies and Digital
Transformation for companies like Saudi Electricity Company, United Nations Economic Commission for Africa, Saudi Arabia National Centre for
Government Resource Systems, King Faisal Medical City.
He has hands on experience in Strategy formulation, Business change and project management from feasibility, prototyping, business case
formulation to solution delivery and scaling solutions.
In an ever changing landscape Yunus continually strives to learn and impart his knowledge and skills. These are some of his certified Skills :
Business Relationship Management Professional (BRMP); Six Sigma Green Belt; Agile Project Manager Practitioner (Agile PM®); SAP Certified
Application Associate –Fi; ITIL Certified® – IT Service Management; Managing Successful Programs (MSP®); Product Owner/Product Manager Scaled Agile Framework; Leading SAFe® Scaled Agile Framework (SAFe® 4.6)
ACHIEVEMENTS
Global Innovation Award – Runner Up * The HEINEKEN Company South Africa. E-Commerce Implementation.
TOP 10 Achievers Award for Proctre & Gamble South & East Africa . Process & Control Improvements
YOUR ORGANIZATION
Your organization
Identifying its type
Identifying its people
its processes
Its Tools
Its InformationEtc..
GET YOURS
Key focus areas
1. Implement best practices.
2. SWOT , Business analysis , flow diagrams
3. Stakeholder engagement / Analysis
.........
INTRODUCTION
BUSINESS PROCESS ANALYSIS
What is a business process?
A business process is an activity or set of activities that
accomplish a specific organizational goal.
Business processes should have purposeful goals, be as
specific as possible and produce consistent outcomes.
BUSINESS PROCESS ANALYSIS
Why are business processes important?
Defined business processes within the organization are critical to
enterprise success for the following reasons:
 They help organizations identify and understand the actual work required to keep
the lights on and to achieve organizational objectives.
 They break that work into organized, repeatable steps that workers can follow to
achieve consistent outcomes.
 Using repeatable steps to produce consistent outcomes helps organizations to
more accurately predict the resources they need, thereby lowering the risk of over
or under provisioning valuable resources.
BUSINESS PROCESS ANALYSIS
Why are business processes important?
•Helps lower the risk of employees introducing workarounds or individualized steps
that can cause disruptions, slow work and increase error rates.
•Measure the efficiency and effectiveness of the individual steps within the process
enables teams to identify and mitigate inefficiencies and bottlenecks to improve
performance; this is the foundation of continuous improvement.
•Teams are better able to identify where technologies -- such as robotic process
automation (RPA) -- can be used to further boost effectiveness or efficiencies.
BUSINESS PROCESS ANALYSIS
Business Process Analysis (BPA) is a methodology for the analysis of
a business with a view to understanding the processes and
improving the efficiency and effectiveness of its operations.
It describes the processes involved, parties participating,
information exchanged and documents produced.
BUSINESS PROCESS ANALYSIS
• Common desired outcomes of BPA are greater cost savings,
increased revenue and better business engagement.
• For instance, you might use BPA to analyze customer engagement
and where there are downturns, blocks or unexpectedly low
conversions.
• Business process analysis can also reveal what in your business
operations or policies creates low employee engagement.
BUSINESS PROCESS ANALYSIS
Business process analysis (BPA) vs. business analysis (BA): What's the
difference?
There might be a little confusion about the difference between business process
analysis (BPA) and business analysis (BA).
These are related areas of business process management but are not the same.
BPA focuses on specific process analysis and business process modeling.
BA, on the other hand, is applied to the greater business operation landscape.
BA focuses on the analysis of other areas, such as financial forecasting, cost
analysis, budgets, hiring and cuts.
BUSINESS PROCESS ANALYSIS -recap
A business process,
is a series of related tasks that result in a desired output; it is an
established set of repeatable activities.
A business procedure
is a clearly stipulated way of undertaking a business process; it details
the teams and individual workers responsible for each part of the process
as well as the specifications applicable to performing and completing
each of those parts.
TYPES OF BUSINESS PROCESSES
Which team do you belong to ?
BUSINESS ENTERPRISE ARCHITECTURE
BUSINESS ENTERPRISE ARCHITECTURE
Enterprise Architecture is to provide a roadmap for organizational
redesign and change.
Business Architecture is best thought as a blueprint providing a
structured, model-driven approach to building and managing an
organization.
Which team do you belong to ?
Which team do you belong to ?
BUSINESS ANALYSIS LIFECYCLE
( 2 TYPES )
BUSINESS ANALYSIS LIFECYCLE
BUSINESS ANALYSIS LIFECYCLE
BUSINESS PROCESS FLOW
BUSINESS PROCESS FLOW
SWOT ANALYSIS
STAKEHOLDER MANAGEMENT
Overview:
• Stakeholder management is the process
by which you organise, monitor and
improve your relationships with your
stakeholders.
• It involves systematically identifying
stakeholder; analysing their needs and
expectations; and planning and
implementing various tasks to engage with
them.
• A good stakeholder management process
will be the means through which you are
able to coordinate your interactions and
assess the status and quality of your
relationship with various stakeholders.
STAKEHOLDER
MANAGEMENT CYCLE
• The management of the project stakeholders
includes the processes necessary to identify
the persons, groups or organizations likely to
affect the project or to be affected by it, to
analyze the expectations of the stakeholders
and their impact on the project, but also to
develop appropriate management strategies to
effectively mobilize stakeholders by involving
them in project decisions and implementation.
• Stakeholder management also pays particular
attention to the communication with
stakeholders in order to understand their
needs and expectations, to address issues as
they arise, to manage conflicting interests, and
to promote a commitment of the stakeholders
in the decisions and activities of the project.
Internal Stakeholders are…
• The leaders: they may be tempted to privilege their personal interest to the
detriment of the overall interest of the company.
• The shareholders of the company: they are a special type of stakeholder. They
have no contractual relationship with the company but are co-owners and are
therefore directly interested in the results of the company in general, and by
its financial results. They seek a return on investment of dividends.
• The employees of the company: constitute an essential part of the capital of
the company. They ensure not only the production of a good or a service but
may also improve the quality of products and services if placed in favorable
conditions (quality of management and the working environment, incentives
autonomy, training and remuneration).
B. External stakeholders
• Businesses are increasingly aware of the need to maintain a positive
reputation in the marketplace, and this may require a more inclusive
approach to stakeholder management which recognizes the legitimate
needs and concerns of wider, secondary or indirect stakeholders.
• External stakeholders are likely to have quite diverse objectives and
degrees of influence.
• Those stakeholders are:………………………………………………….???
External Stakeholders are:
• Customers: have the power of pressure based on competitive intensity. Considering the expectations of clients
requires a range of measures to improve the customer service from quality procedures, to toll-free numbers and
satisfaction surveys.
• Suppliers: the company is considered Responsible of the actions of its subcontractors because it has all the latitude
to condition its purchases to the respect of social or environmental criteria.
• Competitors, local, national or international: the company can adopt strategies to be more competitive than they
are (innovation, "price war", protection measures ...) or try to avoid competition in deals or alliances to share the
market.
• The State: governments, international organizations and local authorities. The State is a stakeholder through its
legislative role. It may impose constraints on enterprises or, on the contrary, improve the environment in which the
business carries out its activities. Aware of the importance of this actor, companies lobby the authorities to ensure
an enabling environment and a regulatory framework at least as flexible as that of their foreign competitors.
• The neighbors: these are all those who live around the sites of a company and directly or indirectly, benefit or
suffer the economic, social or environmental issues related to the company's operations. Life and community
development still depend largely on the economic spin-offs generated by enterprises, in terms of employment, but
also professional taxes, the life of associations, maintenance of utilities and businesses.
• Phantom stakeholders People who are subject to, part of, or impacted by the project, yet have not formally been
identified by the project manager or project team as stakeholders.
List your internal and external stakeholders
Internal
External
B. Stakeholders Analysis
THE POWER/INTEREST GRID
• Key stakeholders' High power, high
interest stakeholders are key
players. Key Players are
stakeholders who have a high
influence on your project and a high
interest in the project's success or
failure.
• Assign members to the following:
• Who holds the project budget?
• Who is responsible for the
relationship with the customers?
• Who will get promoted if the
success of the project is reached?
• Who will be providing resources
ROLES AND RESPONSIBILITIES
IMPLEMENTING DOCUMENT CONTROL
IMPLEMENTING DOCUMENT CONTROL
BUSINESS PROCESS MANAGEMENT
BUSINESS PROCESS MANAGEMENT
continuous improvement…
PERFORMANCE MANAGEMENT
Setting SMART KPI’S
When you finalize a KPI, it
should fulfill all of these
SMART criteria. For example,
EXAMPLE:
“Increase new paid sign-ups
to the website by 25 percent
by the end of the second
quarter of the financial year.”
DOCUMENT CONTROL AND RECORDS
MANAGEMENT