MIS 538: As-Is & To-Be Process Project

MIS 538 – Project – Part 2 – Final Deliverables (All components, including the To-Be Details) Guidelines – Project Presentation – – Use PowerPoint (or other presentation software) for your presentation. You may supplement with video and material from other sources (such as LucidChart, etc.). Make sure any supplemental material is uploaded into Canvas, too The slides don’t need to be ‘fancy’ … but they should be well designed, organized, and professional in appearance, with good visual presence, and without typos and mechanical mistakes. (If it helps, think of this as if you are presenting to your client who is paying (or will pay) a lot of money for your content and the quality of your work.) Deliverable Details: This is all part of a fully-assembled project report. [Note: A lot of this is a refinement of what was submitted for/with the As-Is process.] 1. Provide an overview process map for the organization. This is a general ‘map’ of the 2. 3. 4. 5. • organization and its processes. This should be both the graphic (i.e., map) and some narrative description. This overview provides a graphical representation of the context for your specific process. Identify the process on which you are to focus. A relatively brief description would be useful. Report on (include …) your As-Is process for your selected process area. (This should be a revised version, as appropriate, of your original As-Is submission.) Your map should identify all of the primary sub-processes within your main process area. You should include a decomposition of these processes and a map your results. More detail is better (even if it is currently flawed, imprecise, or incomplete). In most cases you should be able to get to Level 2 details and representation in your process maps. Make sure you are identifying stakeholders, as well as inputs that are ‘received’ by the process and outputs that are generated and passed on to other processes. To map your process (and subprocesses) you may use LucidChart, PowerPoint, or another good graphic tool. (Miro is a good tool for work-in-progress development.) Note that Excel and Word are probably not good mapping tools although they might be appropriate to supplement your mapping outputs. Recognize that you will probably not get the map correctly done and fully mapped on your first few attempts … it is usually an iterative process of incrementally improving detail(s) through refinement. Present your To-Be process diagram. Provide some narrative information on how this is different from the As-is material you originally submitted. As with the As-Is map, you should be able to decompose your To-Be diagram to Level 2 (or beyond.) What are your specific recommendations for process changes? Explain your recommendations. Final Discussion and Conclusion(s) … Be sure to include any last-minute thoughts, and observations, and recommendations. Is there anything else you wish to report to your client? Accumulate and organize your materials. It does not need to be a large, formal, narrative report. It should contain the materials/sections identified above. Do consider how to organize your materials to make them ‘presentable’ (i.e., not a presentation format … yet), logically ordered and structured, and digestible for the reader/consumer/client. Some Guidelines for the To-Be Materials A To-Be Process Map is intended to represent a new (or better) design of an organization’s business process(es) to achieve improvements in efficiency, effectiveness, or to introduce and incorporate brand new process(es). Ultimately, it is the process analyst’s (or analyst team’s) determination on how to alter the business processes to achieve the goals that have been set for improvement. These improvements should be built on the analysts’ interactions with the relevant stakeholders (in our case the various process champions) and their thoughts and ideas on how to improve the organization’s processes. Improvements can also be based on the analysts’ own ideas on how to make improvements and what improvements to make. These may or may not directly represent the goals of the organization; they may be different from what the clients suggested or wanted. (These may be food-for-thought ideas or additional ideas that go beyond the (sometimes-conservative) thinking of the organization or organization’s members. The ultimate goal for the analysts is to provide the best suggestions / solutions possible. Note the sources of data and information for the analysts: 1) Interviews and interaction with the process champion(s), including more senior management when possible 2) Observations of operations (when possible) 3) Scan of the literature (including the popular business press, general news stories, as well as the published research literature) 4) Awareness of other similar organizations who might function as benchmarks (both for good and/or for bad results …) Comparative results. 5) Brainstorming / Design Thinking on ideas for improvement Some ideas to consider: 1) What seems to be working well in the As-Is environment for your process? This was largely done in the initial As-Is deliverable, but there is almost always room for improvement / refinement of those ideas. 2) What gaps are identified (by the process champion)? What do they (i.e., the process champions) see that needs to be done? 3) What gaps (or opportunities) are identified by the analyst(s)? What do you see (that the process champions may be ignoring, choosing to not actively identify and/or pursue, or completely missing) that might be an important enhancement for the To-Be design? (Be prepared to explain the idea(s) and your thinking? 4) How are processes being measured? What are the Key Performance Indicators (KPIs)? If processes are not being measured, why? 5) What, if any, processes are not being actively measured with KPIs? Why? 6) Are there any processes that might work better as an ‘art’ process than as one defined by a scientific approach? Are there any processes that are currently defined or executed as ‘science’ that might work better as art? Why the mismatch(es)? (Note that this is related to the Art vs. Science reading that was discussed on Wednesday, March 20th.) 7) What has surprised you in your business process analysis work? This could be things that have surprised you in both positive ways or in negative ways? 8) What has seemed to be missing? Consider how the organization has grown to its current level of performance? What do the process champions note on the evolution to this point in the organization’s history? What do they think is, or may be, missing? Why? What else needs to be done (in your mind), i.e., what else is missing? 9) What else would you want to add to your ‘report’ to the client? Final Formatting for the Narrative Report A good format is something like how this assignment description is formatted … single-spaced within paragraphs and double-spaced between paragraphs. Separate and label your different sections, like chapters in a book. Clearly mark and label each section. If a page is mostly full for one section you can start the next section on a new page. However, that is not a requirement. Make the ‘narrative report’ look like it has been thoughtfully organized and laid out on the page(s). (This should shown the quality of the work that you can do!)

MIS 538: As-Is & To-Be Process Project

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