“As-is” workflow modeling analysis
Workflow process diagram
The “as-is” process design is used to define and analyze the state of a particular business of an organization. The goal of this process design is to put together the current condition of the process and clarify the working of the business process, its kinks and the alterations that need to be implemented. The flowchart depicting the business process above contains different sections that are components of a business model (Rosemann and vom Brocke 2015). Each stage is represented by a pictorial symbol. This diagram visualizes the direction of flow of tasks between business resources, the techniques involved in collection of resources and the conditions that will allow the sequences to move forward for a successful business. It identifies the stakeholders who need to be involved, elicits information from them by conducting interviews, and puts together the gathered information a draft and fills in any knowledge gaps that exist. This flowchart works as an orchestrated sequence that enlists the tasks, steps, people and system involved in achievement of a business goal. Thus, the diagram will give a general overview of a particular business process of interest. This workflow enables highest degree of efficiency and productivity.
“As-is” workflow model is used to gather and document the current situation of the process which is usually diagrammatically represented (Fan et al. 2012). The people participating in this work are the ones who conduct the process daily. It is recommended that people coming from the supplier process and the client process should participate in general. The items that are analysed in as-is process are the improved documents and the expected gains which are displayed in a quantitative manner. The major goal is to determine the future expectation of the workflow. The goal and the notation pattern are analyzed along with the tool for processing the model (Brambilla Cabot and Wimmer 2012.). All the techniques, methodology and the concepts are analysed to check if it is according to the company standards. The project team are determined along with the responsibility of each individual. The strategy along with indicators corresponding to the goals is checked with the business strategy. The communication within the change management is thought along with making aware the high managers about the requirements and involvements. The as-is workflow is done by certain ways based on the scenario and the company context. Some of the usual ways are by conducting interview but sometime not advisable as it only considers the person view. Other one is by observation in which the person documenting the view also executes the activities. Surveying can be done by providing to the interviewee to fill, it and return back. Along with these, JAD sessions are conducted through the representatives who gather the workflow and document it. This process is thought to be the most adequate one based on the fast delivery and quality. After conducting the workflow, problems with improvement opportunities are documented. Some of the problems that arise while conducting this workflow are insufficient planning, rework, execution in the process deadlines, risk factors, bureaucracy, problems in internal and external communication, performance, skills, costs of the workflow and external threats such as laws, legislation and competition. During the as-is workflow, the chain value should be followed, methods should be prioritized and involve the people effectively in order to achieve the goal (Becker Kugeler and Rosemann 2013).
A system used to assemble a business process or a portion includes a base of rules and defined elements, an orchestrated workflow, and some interfaces that are available. Some information that is provided by the process beneficiaries interact with at least one of the available interfaces. These interactions are utilized to execute various rules that lead to the formation and assembly of a new business process. Thus, the new business works according to the orchestration rules set up by the workflow (Jeston and Nelis 2014). The modifications made in the workflow helps in providing service to the beneficiary. The activities of an organization are represented in a market centered descriptive way for illustrating a business process. The main goal of the as-is model is to fulfill a particular business contract and satisfy the needs of the customers. Thus, the notion of a successful business process is not just related to material gains. It is conceptually focused to obtaining a better response (Sarno et al. 2015). After the iterations of the as-is workflow models are complete, the business analysis team depicts all the changes that need to be formulated and design a ‘to-be- model to make the necessary changes in the analysis and fill up the transition gaps. Process of information reengineering is a complementary business activity that involves in determining the procedure of using the legacy and systems of new information and computers in order to atomize the process of reengineering (Anand Wamba and Gnanzou 2013,). The redesigning of the business process can address the customer issues regarding the satisfaction and the reengineering can relate the information issues, cost and efficiency along with taking advantage from the advance technology. The aim of the Customized transaction management (CTM) deals with correcting and checking the applications reliability implemented in business or information procedure, on the other hand, allowing the functionality of each process warrants isolation, collaboration and coordination in between the tasks. Apart from this, the CTM functions by coping up the changes in correctness and requirements reliability of the model along with the correctness and reliability guarantees HAD systems.
Anand, A., Wamba, S.F. and Gnanzou, D., 2013, June. A literature review on business process management, business process reengineering, and business process innovation. In Workshop on Enterprise and Organizational Modeling and Simulation (pp. 1-23). Springer, Berlin, Heidelberg.
Becker, J., Kugeler, M. and Rosemann, M. eds., 2013. Process management: a guide for the design of business processes. Springer Science & Business Media.
Brambilla, M., Cabot, J. and Wimmer, M., 2012. Model-driven software engineering in practice. Synthesis Lectures on Software Engineering, 1(1), pp.1-182.
Fan, S., Zhao, J.L., Dou, W. and Liu, M., 2012. A framework for transformation from conceptual to logical workflow models. Decision Support Systems, 54(1), pp.781-794.
Jeston, J. and Nelis, J., 2014. Business process management. Routledge.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Sarno, R., DJENI, C.A., MUKHLASH, I. and SUNARYONO, D., 2015. DEVELOPING A WORKFLOW MANAGEMENT SYSTEM FOR ENTERPRISE RESOURCE PLANNING. Journal of Theoretical & Applied Information Technology, 72(3).