Helping You Understand Your Needs

When you start to define your business processes, it can appear to be an overwhelming task. You may be looking at a process for a particular activity or reviewing your entire organisational process. We can work with you to break down the business requirements into manageable elements that then fit together in the overall solution. They may make use of the existing functionality in your core systems, need something new or just require a simple email alert from a triggered workflow.

A few simple tips:

- Start with the big picture and then drill down. It is a giant jigsaw puzzle except you are defining the picture as you go.

- It is an iterative process, do not be afraid to change and refine as you gather more detail. If you discover a major issue during the design process, address it even if it changes previous thoughts and designs. Better to tackle properly now that attempt a work around and pay the price in the future.

- Identify the source of your key masterdata. It might be generated in this business process or need a feed from somewhere else but do not work in data isolation.

- The business process has to work along with the bigger long-term business strategy. Things rapidly change within an organisation but try and plan for the next 3 years if possible.

- The business process also needs to work with your technology strategy. The saying that “technologists should not dictate to the business” is partially true but also it is the key enabler so they must have a major input and ensure it works within the wider technology ecosystem in your organisation.

Do not work in isolation unless it truly does not impact any other functions, processes or outside considerations.

- Internal and external influences mean that change will sometimes occur rapidly or significantly at times in the future, try and be flexible in your design to accommodate potential change, perhaps through a modular approach.

- Involve staff who are actually perform the activity you are designing. They will know what actually happens now (both good and bad) and help to define what should happen in the future.

- Try to prototype a system to test your ideas and process design. Doing it for real will give you a far greater insight than sitting in a room with a white board and PC.

- Get the involvement of the senior management team if possible (or appropriate), ideally one of them acting as a project sponsor. You do not want to have a conversation with the CEO about “who agreed to that change that invoicing process”!

We can you help you through this process, harnessing the potential knowledge you have amongst your staff. We certainly will not come in and gather your ideas and then present them as ours because we hate that, it is a team game. Our role is to help you.

Every engagement is different so there is now playbook to do this, the key thing is to create something meaningful and achievable for the organisation. We can help define your unique approach and requirements, supporting you through the process.


Click on the diagram above to view an example overview diagram for a customer tendering process. At the heart of the process is the gated tender process but also shown are the other high-level stages and influencers. Documenting and representing informational in an easy to understand format is critical to the engagement of your staff.  

If you think we can help, please contact us to discuss your requirements.