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Business Process Analysis

This document provides an overview of business process analysis (BPA) and how it can be applied to analyze processes between HR and payroll departments. BPA describes the current ("as is") process, defines an improved ("should be") process, and models how the improved process could work ("can be"). It involves mapping out workflows, identifying tasks, decision points, stakeholders, and looking for ways to streamline processes by eliminating unnecessary steps, integrating tasks between departments, and potentially automating parts of the process. The document outlines the 12 steps to conducting a BPA, which includes naming the process, defining terms, mapping the workflow, identifying owners and impacts, describing tasks and decisions, and establishing measures to identify areas for improvement. An

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nkjersey
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233 views

Business Process Analysis

This document provides an overview of business process analysis (BPA) and how it can be applied to analyze processes between HR and payroll departments. BPA describes the current ("as is") process, defines an improved ("should be") process, and models how the improved process could work ("can be"). It involves mapping out workflows, identifying tasks, decision points, stakeholders, and looking for ways to streamline processes by eliminating unnecessary steps, integrating tasks between departments, and potentially automating parts of the process. The document outlines the 12 steps to conducting a BPA, which includes naming the process, defining terms, mapping the workflow, identifying owners and impacts, describing tasks and decisions, and establishing measures to identify areas for improvement. An

Uploaded by

nkjersey
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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BUSINESS PROCESS ANALYSIS

A First Look at HR/Payroll Processes

Presented by Dr. Sherry D. Ralston Director, Human Resources and Alberta G. Lee, Associate Director

Purpose of Session

Objectives:
1. 2.

3. 4.

5.

Overview of Business Process Analysis (BPA) Review a new way to gather information which might be used to modify/analyze current processes/functions (tasks) in and between HR and Payroll. Select a process for analysis Apply BPA criteria and practice THINK HOW THIS MIGHT WORK WITH BANNER!

What is BPA?
A three-fold

method of gathering information- describes the as is (current) process; defines the should be process, and models the can be process BPA enables reengineering of processes to manage change and promote effective teamwork.

Definition (contd)
A business process that describes the day-to-

day activities and job duties an employee performs. (Job duties = processes) A business process is a picture of workflow with a beginning, middle and end. Work often crosses over departments. BPA requires cooperation and a willingness to assess the ownership of duties/tasks.

Common Business Processes in Higher Ed.


EXAMPLES: Admit students and maintain student

records; Hire and pay personnel; Buy and pay for goods and services, Processes may be subdivided into functional parts. How might we subdivide hire and pay personnel?

Sample HR/Payroll Process

Hire Employee Process Paperwork Pay Employee

Human Resources

Payroll

Reasons to Use BPA


Elimination of activities that do not add

value; Simplification of tasks and activities; Integration of jobs or job groups; Automation of task and activities (technology).

Questions to Evaluate the Need to Use BPA


1. 2. 3. 4.

How well does the process work? Are there redundant steps that dont add value? Are better results needed? Can the same or better results be achieved through change or modification?

Questions to Ask. . .?, (contd)


5.

What are the overall goals of redefining the process?


Decrease work Better efficiency Decrease cost Manage and promote change Effectiveness all of the above

Steps in the BPA Method (Twelve Step Program)


Name the process;
Define the process terms; Establish process boundaries;

Identify process actors (who does what);


Identify the process owner; Identify (stakeholders) who is being

affected by the process;

Steps in BPA . . .(contd)


Describe tasks associated with process

Describe decisions associated with the

task(s) Cross reference (check) Arrange tasks in order of importance Establish measures and identify additional related information Identify areas for improvement within the institution (Are outcomes aligned with goals?)

Naming the Process


A process name identifies what the process does. (Verb + Noun)
Stated as end-to-end (end of one process to the end of another process). Recruit student aides to pay student aides. Stated as (a gerund with a noun) Recruiting student aides to paying student aides.

Defining Process Terms


Identify the business objective of the

process (What is the goal of the department/institution?) Clarify each term of the process (Who is the target?)

Establishing Boundaries
Identify the beginning and end points of

the process (specific points) Identify the inputs Identify the end of the process Identify the outputs (Boundaries produce the first picture in the workflow)

Identifying Process Actors (Stakeholders)


These are all the individuals who are

involved in the activities of the process.

(Each ones role will be a part of the final workflow picture). (What examples are there?)

Identifying the Process Owners


Identify:
1. 2.

3. 4.

Who owns the process? Who is responsible for its failure or success? Who is the key decision-maker? Who allots the institutions resources?

(Only one owner; the one whose job is on the line if the work fails?)

Describing Associated Tasks


Create a list of all the tasks associated with

the process and who does each task. No order is necessary. List as many as possible. (Brainstorm)

Definition of a Task
A task is defined as work done by one person, such as changing an address or updating benefit information.

Identifying Who the Process Impacts


The process stakeholder is someone who is not a supplier, customer or owner, but who stands to gain or lose as a result of the process. (i.e., vice presidents) (Depicted with a different graphic)

Describe Decisions Made


These are conditional tasks. The What

if or who if. Example:


If the applicant is internal . . . then . . . If the employee applies for Blue Choice Select . . . then .

Cross Referencing
Be sure all persons identified as process

actors are represented by a task.


(Eliminate or change those incorrectly

identified.)

Arranging Tasks in Order


Sequence tasks. (may use post-it notes.) Start at the identified beginning point and

progress to the end. Add any tasks or decisions missed.

Establishing Measures and Adding Information


Count the number of transactions, tasks, actors, approvals, and percentage of tasks allotted to one department or the other. Timeframes (length of time it takes to complete the task). Impediments to success or flow of process (persons or tasks performed, paperwork, etc.)

Establish Measures..(CONTD)
4.
5.

6.
7.

Areas of needed improvement (participants wish list) Interfaces Additional data needed from the system (inputs, letters, etc.) Critical functions to keep (functions to retain in the current state)

Identify Areas for Improvement and Plan for Changes to the Process
1. 2. 3.

Steps in change process (list) Resources needed or policy changes, etc. Determine how the picture of the workflow will appear.

Future Steps

Continue to refine workflow through

Elimination of tasks/activities Simplification of tasks/activities Integration of process parts Automation of process parts

Elements of Flowchart:
Representative figures
Swim lanes: Parallel lines which show

the functional process of workflow ===== (Each main actor may have a swim lane for his/her tasks; these may cross over depts) Tasks: Rectangular boxes To and From arrows: > to; from < Decisions: Diamonds Terminators: curved oblong box

Exercise
1. Choose a partner in another dept.
2. Identify a process (a limited one) you

think would benefit by BPA? Write it down. (Do on your own) 2. Flowchart the process beginning to end. List the tasks and decisions. Include the stakeholders and owners. Identify steps which you would change 3. Share with your partner.

Exercise (contd)
4. Determine if the process crosses

departments? If it doesnt, should it; if not who in your dept. is involved; how would you work within your dept or the other dept.? (Do this step with your partner.) 5. Be ready to share with the group.

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