The output of a business process analysis is the conversion of the business department’s needs into tangible requirements for the IT department. It constitutes the link between the IT and other departments.
Optimizing Core Business Operations
The main objective of a business analysis is to collect requirements and to translate them into the “code” of Development. To listen to, to scrutinize, to understand, and to establish cross-links, structures, and documentations are elemental skills of this process part. The prerequisite of any successful business analysis is the comprehension of the diverse needs, especially cross-departmental and cross-divisional needs.
Optimizing division interfaces represents the greatest potential to accelerate operational processes with the help of software applications. In practice: minimizing idle periods, complaints, and process-controlled inquiries from other divisions. The information system is the key to provide all necessary information about an operating process step.
Business Analysis Objectives
Conducting a business analysis is usually linked to one or more objectives in particular. Frequently, those objectives are results of increased competitive pressure, technological dynamics, or internal turnarounds. To avoid increased expenditures, the objectives of the business analysis should be transparent right from the beginning.
Notwithstanding specific objectives inherent conducting the analysis, there are always more general objectives intrinsic to the method. A business analysis’ general objectives include:
- homogenous presentation of a company’s operational processes
Methodical and structural coverage of operational processes in a model generates a homogenous presentation which allows the company’s staff to gain insight into all business processes. Often, an employee only knows his part of a business process?and in the worst case only part thereof. Based on that assumption, autonomous utilization of potential for optimization or coming to ad hoc solutions by employees is impeded crucially.
- building a companywide transparency
If sufficient sections of a company are included, the homogenous presentation of operational processes will lead to a companywide transparency. That transparency will facilitate all staff members’ insight into different divisional processes. Individuals should now be able to adjust their processes to those of other divisions. Based on transparency, executives will get the opportunity to make decisions more precisely.
- detecting process weaknesses
Transparency of all business processes makes the detection of impediments and supplements a lot easier. Metrics is part of a BPM [Business Process Model] to facilitate the measurability of a business process’ efficiency to detect and eliminate weaknesses. For example, you could identify all operational units involved in a business process. If it is a large number, you should expect?and hence avoid?numerous idle periods per transfer to another organizational unit.
- rerequisites of an effective and appropriate DP system design
State-of-the-art DP systems not only have to support singular performances but also the process the system is incorporated into. For a DP system to support the process as effectively as possible, the output of a DP system design process analysis could be used. A component-based BPM facilitates an independent development of different systems or parts thereof. You’ll get precisely defined interfaces if business processes are modeled like components. This kind of modeling will ensure the future complementation of all different systems. Furthermore, it will support the iterative displacement of established system landscapes as an alternative to the suspected “big bang“.
Business Analysis Benefits
Apart from the specific benefit that is acquainted with the performance of a business analysis, there are more benefits to consider.
Once built, a BPM is the foundation of a comprehensive and targeted knowledge management that could be used as follows:
- With its help new employees can be instructed.
- Its integrative terminology enhances communication and teamwork between the company’s different organizational units.
- A variety of evaluations is made quickly and serves as output control.
- The comprehensive information about the correlation between performances and processes enhances the quality of decisions.
- Constant updating supports future turnarounds.
In times of evolving markets and M&A, turnarounds of business processes are often necessary to avoid losing a technology’s benefit. A business process could change elementally if a piece of information that was not accessible before comes up. These days, almost any user welcomes information of an item’s availability online.
Business Analysis? An Introduction
At the beginning of an analysis, an information system analyst faces a largely unstructured field. Even the system’s associated objectives aren’t always defined conjointly. The necessary breakdown of the entire array into shapeable parts adheres to the degree of specialization, or better: top down, from the strategic level (mutual definition of objectives) to the organizational one and lastly to the operational level (the information system).
The business analysis is hence an instrument to structurally describing operational processes and internally performed functions. A business analysis enables the evaluation of certain process step sequences, the information needed, and the triggering event for a certain function or process. More goals of a business analysis are described only briefly as follows:
- A business analysis is a methodical groundwork for persons or projects that deal with process analyses. It determines the minimum achievable results to describe all processes and associated functions in the evaluation field.
- The outcome of a business analysis?the business process model?describes the established methodical relations between all results.
- Business analysis’ best practices set the standard of the extent of each of the attainable results’ descriptions. To attain significant results, you have to give the minimum particulars required for the business process model. You are free to enhance those descriptions.
The methodical base of our business analysis is a blend of structural analysis and the Petri net method. To describe functions, we have decided on this particular method
- to be able to display their static aspect (singular performance and function breakdown) and
- to be able to show their dynamical sequential arrangement on different levels and regarding different triggers, especially context-related triggers, with the help of the same descriptions.
A meticulous and methodical business analysis ensures that the configuration and reconfiguration of your IT system landscape serves your company’s strategic and operational objectives.
We possess the expert knowledge to conjointly conduct a business analysis focused on your objectives.