Business Process Design / Re-engineering

Quality Solutions Consulting’s BPR services are focused on analyzing current business processes (the “As-Is” environment) to allow redesign of the processes, associated systems, and organizational structures to optimize overall business process and business program performance (the “To-Be” design).  Quality Solutions Consulting’s BPR specialists have experience with both business process and business program re-engineering and understand how to adeptly combine the use of strategy, process, technical, organizational structure along with cultural change management and training to optimize a businesses’ performance. 

Our staff will define:

·         How the business processes interact with the business roles and applications.

·         The business process flows and dependencies.


Before starting the detailed business process design, we:

·         Review the Current Capability Assessment to understand current business processes.

·         Review the Business Case and Metrics to understand the performance goals that the new business processes and applications need to meet.

·         Review the Business Process Blueprint and the Project Plan to understand the list of in-scope business processes.

·         Schedule and conduct interview meetings with stakeholders and business users to further understand the current state and the future requirements.


The Business Process Blueprint is a hierarchical decomposition of business processes broken down into sub-processes, activities, and tasks. The definition of business process details identify:

·         The process trigger.

·         The process inputs and outputs.

·         The process outcomes.

·         The tasks required to achieve the final outcome.


The processes identified in Plan cover the core processes and activities that directly contribute to the business capability and customer requirements. Core processes and activities are value-added procedures that can affect business and market value, operational capabilities, and/or customer satisfaction.


We also identify the supporting processes that enable the value-added processes of the organization. They may contribute indirectly to the business capabilities and/or customer requirements, but are essential to enabling the smooth operation of the core processes.


The definition of what constitutes core and supporting processes and activities varies depending on the nature of the client’s business. For example, catering is typically a support process but can be considered a core process for an airline company. Business Process Design begins with a clear understanding of the process classification that is agreed upon by the key stakeholders.


For integration solutions, where the process may span multiple applications, create an end-to-end design based on where the business process starts and finishes, not necessarily where an application process starts and finishes.


A detailed analysis and description of the business processes helps identify requirements and refine project scope.


QSI staff understands the client organization, focusing on roles affected by the new application and the integration solution. We work with the client/stakeholders to complete the following:


·         Create an organization chart to show the levels of the current organization hierarchy. This may also be done to reflect any changes in the organization to support the new system.

·         Identify existing roles that are affected by the application or integration solution.

·         Add new support roles as needed. Identify the new support roles and the roles that may be eliminated or reduced in duties.

·         Understand how the roles interface/interact with the applications in the new system.


Document the interactions among the roles, the applications, and the business processes in the Business Process Design

QSI’s consultants will define for each Business Process the major business rules associated with it. We will confirm the sequence in which the processes are executed. Specify the functionalities in the new system and the legacy systems used to support part or the whole Business Process and produce process flow diagrams (also known as workflow).  A process flow diagram is a graphical representation of a process or activity showing the sequence of the business processes at their lower level activities and tasks, with associated decision points, including alternate flows and exceptions. This enables our application design teams to understand the information and business process flow throughout execution of the process.   We connect process boxes with links to indicate directions of process flows. Add additional symbols (e.g., process triggers, decisions, exits, etc.) as needed.   We explicitly define the dependencies between the business processes, the applications, and the support roles. Use a swim-lane diagram format, which maps the process boxes into lanes defined by roles and/or application components. A role in a particular lane executes the business processes supported by the application components listed in the same lane.