I sat down with two stakeholders in one of my previous organization to map out the process for attending implementing Siebel SFA. Before I analyzed it, there were tons of issues with this process, and often a performance report will show wrong figures or a non accurate pipeline.
By going through the method of Business Process Analysis, I was able to map out the process, fill in gaps, and make some substantial improvements – even without leveraging technology. What’s more, I was a Sales Operations Manager applying business analysis skills to make a difference in the organization, and my confidence in business analyst career goals soared.
- Create a Process Flow Diagram – map out the high-level process to figure out what questions to ask and use clarifying techniques like decision points and swim lanes.
- Engage Stakeholders and Discover the As-Is Process – engage stakeholders from multiple departments, even if they are reluctant or don’t feel they even have a process.
- Analyze Business Process Details to Ensure Clarity– create the kind of detailed, textual documentation that creates true clarity, including details like business rules, exceptions, entry points, and end points.
- Validate the Business Process – discover gaps in understanding and gain consensus from multiple stakeholder groups – dozens of more questions to ask to get past the flip-flopping and dial into the root cause of problems.
- Improve a Business Process (No Tech Required!) – create actual change, even when you have technology constraints, by exploring improvements and hidden opportunities that will have the most value and gaining buy-in from stakeholders.