The "process" of studying the way work is done is called business process analysis or process modeling. The study of business processes, or work flow, is a very important part of gaining an understanding of how organizations do their work.

One of the best ways to document and analyze a business process is by talking to the people who actually carry out the work. Through facilitated discussions, a work process can be documented using graphical representations or models to formulate a collaborative view. These graphical representations (or models) of business processes allow organiza- tions to learn more about the specific steps within a process. This baseline knowledge allows organizations to understand and potentially measure existing processes and to consider alternative ways of improving or changing them.

Diagram of business activities A business process model is a diagram (often called a model) that visually depicts the sequence of activities (or steps) involved in a particular work process. The goal is to document every step of the process, including decision points, action steps, information flow, documents produced or changed, and products developed or services delivered. It is important to include the appropriate people in the process in order to document their perspective.

Documentation of every step in a process. People often assume that everyone in a work group understands the business processes of that group in the same way. Often, activities such as process modeling reveal these assumptions and show that they are incorrect.

Activities represented by symbols. Process steps are mapped out using a series of standard symbols that represent various activities. For example, a circle represents information or action that starts or ends a process. Boxes indicate an activity of some kind. Diamonds show decision points or questions. And arrows are used to show flow within a process. Using these symbols, business processes can be mapped out a variety of different ways. The most straightforward approach is through the use of white boards, flip charts, or paper. Computer-based modeling packages are available for modeling more complex and sophisticated processes. The modeling tool used and the symbols selected are of secondary importance to capturing information from those involved in the process and using that information to create a model for group review.

Identifying and analyzing problems. A model helps organizations recognize the underlying causes of a problem, bottleneck, or breakdown in the process. The step-by-step nature of the model allows analysts to look at the individual elements and figure out how to change them to solve problems. The model becomes the focal point of discussion, allowing those involved to walk through the steps necessary to capture the institutional memory or knowledge of the work process. Convening the people connected with a process and documenting it through the creation of a process diagram or model results in a broader and more consistent understanding of the process. Assumptions are made explicit, expert knowledge is documented and different perspectives are presented and reconciled. These models can then help you predict where problems may occur and provide you with the capability to add or clarify activities that eliminate or avoid problems.

Investigating improvements. Once you have mapped out the steps, you can analyze a process to determine areas that can be improved. A model will show unexpected complexity and unnecessary steps. Identifying these areas can lead to improved workflow and performance.

Developing "What if" analyses. Business process models help you compare the perceived process to the actual and the ideal. You can then engage in "what if" analysis that may lead to changes and improvements.

Standardizing to help make the implicit explicit. This type of analysis allows you to standardize activities and decision points to improve workflow and decision making. It also ties implicit assumptions about how the system works to explicit performance measures and structured analysis.

Training and communication tool. Business process modeling is a great training tool to help people understand a complex process. It helps people who are new to the process or the organization better understand the flow of work. It also helps managers communicate effectively and efficiently with each and with those who are associated with the process.

Different levels of complexity. Developing a business process model involves varying levels of complexity. You may only want to map out the key components of a process for historical purposes, or you may need to fully describe every minute detail of the process to support the design of an automated workflow. The completeness and complexity of your model will vary depending on the type of analysis you want to conduct. The answer to "how much is enough" is not always evident at the onset of the analysis -- it may only become clear as the modeling begins to unfold.

Potential for bias. Typically, the people who operate or manage a process participate in the development of diagrams or models that analyze the process. This personal investment in the work can lead to bias in reporting and analyzing the workflow. It is important to guard against this in the construction of any model.

Expensive and time consuming. Mapping out all the steps in a business process is tougher than it may seem. It takes a lot of time and effort to accurately describe all steps required and to come to consensus about that model within a group. You must involve enough people who know about different aspects of a process to get a full accounting of it and you must have enough of their time to allow them to review the models and improve on them.

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Brint.com, a business technology portal, contains a section of resources about business process reengineering and innovation at http://www.brint.com/BPR.htm. [Retrieved June 2, 2003]

The Business Process Reengineering Online Learning Center, hosted by ProSci, contains helpful tool kits, articles, tutorials, and other resources at http://www.prosci.com. [Retrieved June 2, 2003]

Ericson, J. "Starting Over With BPM." Portals Magazine. May 29, 2003. http://www.portalsmag.com/articles/default.asp?ArticleID=4695&TopicID=7 [Retrieved June 4, 2003]

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