BUSINESS PROCESS IMPROVEMENT PLAN
[Agency]
[PROJECT NAME]
Business Process Improvement Plan
[Project Name]
TABLE OF CONTENTS
USING THIS TEMPLATE..................................................................................................................... 1
REVISIONS ....................................................................................................................................... 2
INTRODUCTION ................................................................................................................................ 3
PURPOSE AND OBJECTIVES .............................................................................................................. 4
ORGANIZATIONAL GOALS AND OBJECTIVES .................................................................................... 4
PROCESS INVENTORY ....................................................................................................................... 5
CREATE THE “AS IS” FLOW CHART AND PROCESS DESCRIPTION ..................................................... 5
CURRENT BUSINESS PROCESS DESCRIPTION “AS IS” EXAMPLE ....................................................... 6
FUTURE BUSINESS PROCESS DESCRIPTION “TO BE” ........................................................................ 7
RECOMMENDATIONS ...................................................................................................................... 10
Processes for Immediate Implementation.................................................................................. 10
Processes Needing Automation to Implement ........................................................................... 10
MORE INFORMATION ON BPI ........................................................................................................ 11
ACCEPTANCE ................................................................................................................................. 12
Business Process Improvement Plan
[Project Name]
USING THIS TEMPLATE
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Business Process Improvement Plan
[Project Name]
REVISIONS
R EVISION D ESCRIPTION OF CHANGE A UTHOR E FFECTIVE DATE
v1 Initial development BSD Team 10/18/2012
v2 First draft revisions J. Noonan 11/06/2012
v3 Quarterly update BSD Team 03/26/2013
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Business Process Improvement Plan
[Project Name]
INTRODUCTION
Business Process Improvement (BPI) is defined as “the systematic examination and
improvement of processes”1 or “Improving quality, productivity, and response time of a
business process, by removing non-value adding activities and costs through incremental
enhancements.”2
The objectives for any BPI initiative are:
Effectiveness – Does the process produce the desired results and meet the
customer’s/client’s needs? Effectiveness focuses on the customers/clients and whether
the process delivers what they want.
Efficiency – Does the process minimize the use of resources and eliminate bureaucracy?
Efficiency focuses on the employees responsible for the overall process, the workers in
an Agency and how easily they can use the business process.
Adaptability – Is the process flexible in the face of changing needs? Adaptability
evaluates how easily you can modify the business process on the basis of changing
business requirements.3
BPI can be performed any time an organization sees a need to reduce waste and redundancy or to
implement new strategic goals within the confines of budget limitations. The purpose of the
Business Process Improvement template is to guide Business Analysts in performing this task as
a project team embarks on creating a solution.
The scope of this document focuses on performing business process improvement during the
Initiation Phase of a project prior to documenting requirements for an automated solution.
It is wise to conduct a BPI initiative for any processes which are targeted to be changed and/or
replaced with a change in technology. Ideally, the strategic goals of the organization should
drive BPI and the changes resulting from it before a technology solution is considered. The
technology should support the business process much as the business processes should
support the strategic goals of the organization.
If possible, it is ideal, as well, to implement process changes in advance of any technology
initiative in order to gain benefit from the improved processes as well as reduce the impact of
changing processes while adopting new technology simultaneously.
The Business Process Improvement Plan for the [Project Name] project establishes the activities,
processes, and procedures to enable a technology solution that includes measures to create
greater efficiencies in [Agency] before documenting requirements for such a solution.
1
The Power of Business Process Improvement, Susan Page, American Management Association, 2010, p. 1.
2
[Link] definition
3
Susan Page, p. 7
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Business Process Improvement Plan
[Project Name]
PURPOSE AND OBJECTIVES
This section of the Business Process Improvement Plan should document, at a high level, the
overall approach for performing BPI and define the purpose of the plan itself in the delivery of a
process improvement initiative. Note that you will likely have numerous processes to document.
The purpose of this plan is to describe HOW these processes are documented, not to document
the processes. Use the TBSM Process Inventory & Prioritization Template, Visio flowcharts,
and the TBSM Business Process Description Template to fully document both “As Is” and “To
Be” processes in your organization.
The purpose of this plan is to describe the process of documenting [Agency’s] business
processes as they currently exist (“As Is”) and to create new processes (“To Be”) that will help
the Agency meet its strategic goals. This document describes the process by which identified
core business processes are prioritized, documented, mapped and examined for improvement
opportunities.
The Business Process Improvement Plan will accomplish the following objectives:
Provide an overview of the organization’s goals and objectives
Identify “as is” core business processes, and
Recommend improvements to core business processes (“to be”) in order to optimize the
use of resources and identify where technology solutions must support these new
processes.
ORGANIZATIONAL GOALS AND OBJECTIVES
In this section document your organization’s strategic goals and objectives overall and then,
more specifically, for selection and implementation of new technology (or business process
improvement).
The strategic goals and objectives of the [Agency] are as follows:
Decrease time to respond to citizen requests for XXX service by X%
Reduce cost associated with processing XXX forms by $X
Increase quality of XXX service by reducing errors from X to X within two years
The [Project Name] project is a technology modernization initiative that is anticipated to include
upgrades of the current XXX system, including streamlining current processes via
implementation of a workflow module. In addition, revenue generated through the fees
associated with XXX service will flow from a new system into the current XXX revenue system
automatically, reducing human error and redundant data entry by the Agency’s accounting
personnel. Finally, data captured from citizen requests will be able to be accessed more quickly
and will be used to pre-populate future requests for service, increasing accuracy and reducing
time to respond for returning customers.
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Business Process Improvement Plan
[Project Name]
PROCESS INVENTORY4
“The process inventory is a list of the business processes that an Agency (Division, etc.) owns.”5
If such process documentation exists, it’s simply a matter of making a list of the processes which
may be impacted by the project to which you’ve been assigned. If the documentation does not
exist, you may need to create it by questioning various workgroups within the affected work
area. Use the TBSM Process Inventory & Prioritization Template to record the processes you
wish to capture and prioritize (TBSM – Process Inventory & Prioritization Template).
Following is a high-level list of processes performed by the [Agency/Division, etc.] which have
direct impact on the strategic goals and objectives of the organization. Because there was little
to no formal documentation of the business processes performed in [Agency/Division, etc.]
interviews, job observation and question/answer sessions were held to gain a basic understanding
of the processes, procedures and laws governing the organization. This list was reviewed and
approved by [Sponsor Name].
CREATE THE “AS IS” FLOW CHART AND PROCESS DESCRIPTION
After working with the sponsors/personnel involved in the project to inventory and score the
processes, work with the sponsor to determine the priority order in which processes should be
examined. The first step, if the process is not already formally documented, is to document the
current state (“as is”) before beginning the work to analyze the processes for improvement. It is
also critical to set boundaries around the processes you will study – what is the beginning step in
the process and what is the end; what sub-processes are included and not included in the BPI
work? The TBSM Business Process Description Template is a guide to help formally document
each business process. Along with this document, the Business Analyst will create a Process
Flow Chart to graphically demonstrate the process flow, along with decision points, inputs,
outputs, and responsible parties.
The Project Sponsor approved the prioritization of the processes documented in the Process
Inventory and agreed that the following processes be documented for the [Project Name] project:
4
Susan Page, p. 19
5
Susan Page, p. 19
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Business Process Improvement Plan
[Project Name]
Process Benefit Review Contact – begins with contact from an employee, employer or
insurance carrier/administrator and ends with one of three resolutions: request for
assistance, benefit review conference or request for settlement.
CURRENT BUSINESS PROCESS DESCRIPTION “AS IS” EXAMPLE
The purpose of the Business Process Description Template is to document one process at a time.
Each process should have a clear beginning and an end and tie back to one of the overall
Organizational Objectives.
Following is an example of the Business Process Description Template “As Is” for this project.
The entire documentation is contained in X folder on the project’s share drive. There are X
processes documented, both in flow charts and in narrative form.
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Business Process Improvement Plan
[Project Name]
FUTURE BUSINESS PROCESS DESCRIPTION “TO BE”
The purpose of this section of the document is to explain how the various business process
improvement activities have resulted in modifications to the “As Is” processes. This section of
the document also provides an example of a process that has been modified for the future, a.k.a.
the “To Be”. The same Business Process Description template is used for documenting these
processes as well. Again, each process should have a clear beginning and an end and tie back to
one of the overall Organizational Objectives for the future state.
The project team, led by the Business Analyst, chose to hold focus groups of individuals
intimately involved in each process to document potential modifications to the current processes
to increase their effectiveness and efficacy. The focus groups used the following model to
systematically examine each part of the business processes6:
Bureaucracy
Automation Value Added
Business
Process
Cycle Time Duplication
Simplification
6
The Power of Business Process Improvement, Susan Page, American Management Association, 2010, p. 142
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Business Process Improvement Plan
[Project Name]
For each process, the focus groups considered the following concepts:
Bureaucracy requires following a complex series of activities that hinders an effective
and efficient process (example: multiple approvals). The cause of bureaucracy is often
fear of making a mistake, the need for excessive control, a defensive move, or simply
something that grew over time because “that’s how we always did it”. To eliminate
bureaucracy, the team used two tactics. One was to ask “why” something had to be done.
The other was to consider SALT 7. The team determined whether the activity supported
Statutory, Audit, Legal or Tax requirements. If there was no good answer to either of
these “filters”, the team eliminated the task.
Value Added considers whether a task or activity adds value to a process by decreasing
time to completion, improving quality or increasing customer satisfaction. If a particular
task or activity did not add value to the process, the team eliminated the task.
Eliminate Duplication is self-explanatory. Most often it takes actually drawing out a
process, via flowchart, to see duplication of work, particularly when work occurs across
groups or Agencies. Where possible, the team determined where the work should occur
based on the objectives of the organization and then reworked the process to eliminate
any duplication.
Simplification, or streamlining the process, means reducing or eliminating the complexity
of an activity in a business so that the process becomes easier to understand and more
efficient. The focus group found many instances where a misunderstanding about why a
piece of information was needed by another group allowed them to deliver the
information in an easier to use and more straightforward way without impeding the intent
of the process.
Reduce Cycle Time fit well with some of the LEAN initiatives the Agency is conducting
currently. Reducing cycle time is looking for ways to eliminate places where work is
waiting to be done, or, as LEAN describes it, eliminating waste. The focus groups
compared the cycle time (time it takes to accomplish an activity from beginning to the
end) to the process time (time it actually takes without the waiting/waste). In this way,
the team was able to reduce cycle time in many of our processes.
Automation is always intended to make things faster, easier and more accurate.
However, sometimes automation isn’t used appropriately and/or automation is not
available to complete the task at hand. The Business Analyst warned the focus groups
about jumping to Automation or technology as the solution before working through the
other five techniques. In this way, the team was better able to target exactly what the
new system requirements would be.
Following is an example of the Business Process Description “To Be”. The same template has
been used to document all modified processes resulting from the business process improvement
efforts the staff has completed.
7
Susan Page, p. 146
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Business Process Improvement Plan
[Project Name]
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Business Process Improvement Plan
[Project Name]
RECOMMENDATIONS
Processes for Immediate Implementation
A great benefit of going through the BPI process for our teams was that many of the
improvement recommendations can be made immediately without waiting on the X Project to
deliver a new system solution. The team recommends implementing the following revised
processes as indicated below. We anticipate no change management issues (fallout) from
implementing these two process changes.
Change Status – requires no new/changed automation and no organization structure
change/job change, just process change.
Process BR Contact – requires Intake Specialists to enter several more data elements
from Benefits form on screens they already visit. Adds 5 minutes to their processing time
but reduces wait time for Claims Specialist review by 4 hours.
Processes Needing Automation to Implement
The team also identified processes that will require automation via the proposed new system.
These have been documented as well and will form the basis of some of the Business
Requirements documented in the Requirements Development Plan and Requirements
Traceability Matrix. See the complete Process Inventory and Prioritization Template and the
Business Process Description Template for details.
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Business Process Improvement Plan
[Project Name]
MORE INFORMATION ON BPI
The State of Tennessee has embarked on improving processes in all Agencies via the use of an
improvement concept called LEAN. There are multiple techniques available to use to streamline
processes available via LEAN and all Agencies are working to name/assign LEAN coordinators
who will facilitate those processes. LEAN tends to focus on one troublesome process at a time,
not all of the processes in an organization holistically.
Business Process Improvement, however, is a more holistic approach, focusing on business
processes that span groups, Agencies, stakeholders and provide multiple services for both
internal and external customers. Because of its breadth, it is the chosen method for improving
processes prior to large-scale, complex system procurement.
If you would like more information about LEAN, please contact Emily Passino at
[Link]@[Link].
If you would like more information about Business Process Improvement, the following are
references on the subject:
The Power of Business Process Improvement, Susan Page, American Management Association,
2010.
Extreme Government Makeover: Increasing Our Capacity to Do More Good, Ken Miller, 2011.
[Link]
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Business Process Improvement Plan
[Project Name]
ACCEPTANCE
(This section should be modified for best application to specific projects. Include all project team
members that should have some level of authority regarding document review and approval.)
Approved by:
__________________________________________ Date: ___________________
<Name of Approver>
[Project Name] Executive Sponsor
__________________________________________ Date: ___________________
<Name of Approver>
[Project Name] Business Sponsor
__________________________________________ Date: ___________________
<Name of Approver>
[Project Name] Project Director/Manager
__________________________________________ Date: ___________________
<Name of Approver>
[Project Name] Stakeholder
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