Business Process Management

EBT applies three (3) types of business process management techniques, namely:

·     Business Process Automation

·     Business Process Improvement

·     Business Process Re-engineering

Business Process Automation (BPA) leaves the existing processes and procedures of the organization unchanged, but technology is applied to improve the performance of the organization. Therefore time should be spent understanding and documenting the as-is business model.

Business Process Improvement (BPI) involves making moderate changes to streamline the operating procedures, integrate processes and eliminate obvious bottlenecks so that the business processes are more efficient. Time is spent understanding the as-is business model, but the analysis scope is much less than that of BPA. Time spent should be sufficient to assist with the documentation of the to-be business model and development of the to-be business requirements.

Business Process Engineering (BPR) means totally revamping the processes and procedures of an organization and making changes to take advantage of new ideas and technology. Little or no time is spent on understanding the as-is business model as the objective is to obliterate the current way of doing business and implement drastic changes to improve quality and service and maximize the benefit of technology. This usually occurs, when no system exists or the existing system and processes are considered obsolete.

Each of these techniques has its strengths and weaknesses. Preliminary assessment of our client’s requirements is used to determine if the changes in business processes will be modest or risky and which technique should be applied.

Our business process management techniques are complemented by our business analysis techniques. Our business analysis techniques includes focus group meetings, questionnaires, one-on-one interviews, observations, systems analysis, data analysis and research. Our business analysis techniques:

·     Ensure that we understand the user requirements, work environment and communication protocol

·     Establish trust and build rapport between the project team and users, and with the key stakeholders

·     Gain a better understanding of the current business processes

·     Identify the problems of the current business processes

·     Obtain stakeholders input on the requirements for the new system

·     Identify procedures that should be modified to align business process with the new system

 At the end of the business analysis phase, EBT creates a Business Requirements Document (BRD) which will contain:

·     Current (as-is) business model

·     Solution (to-be) business model

The current business model will comprise of content diagrams, business process workflow diagrams and business use cases, describing how the system works. The solution model will comprise of requirements definition; business use cases of procedures that are different from the current business model; system interface for migration and integration; the conceptual data model; and class diagrams. Each business use case, describing a business or functional requirement, will defined the primary actors, pre-condition, flow of events, post condition, data involved, alternative path and business rules. The requirement definition will comprise of a listing of the functional and non-functional requirements for the new system.