What is the best way to document 'As-Is' vs 'To-Be' business processes for a digital transformation?

All answers to this question.

BPMN 2.0 is the industry standard for a reason—it provides a level of detail that simple flowcharts lack, especially for complex branching and message flows. To capture "shadow processes," you must move beyond the manuals and perform "Gemba Walks" or job shadowing. Sit with the end-users and watch how they actually perform their daily tasks. Often, they have manual workarounds or Excel sheets that the official documentation ignores. Mapping these out in your "As-Is" document is crucial for a successful "Gap Analysis" and ensures the "To-Be" system actually meets user needs.

   Answered 2024-11-07 by Jennifer Garcia

The "As-Is" is clear, but how are you validating your "To-Be" models with the technical architects? Are you worried that the proposed processes might be too ambitious for the current software capabilities, or are you pushing for a "Vanilla" implementation to save on customization costs?

   Answered 2024-11-09 by Robert Miller

• Robert, we are definitely pushing for a "Vanilla" approach to keep maintenance low. I validate the "To-Be" models weekly with the architects to ensure our redesigned workflows align with the out-of-the-box features of the new ERP. It's a constant balancing act between business desires and technical reality.

     Commented 2024-11-11 by Michael Brown

I always use Swimlane diagrams within my BPMN models. It clearly shows handoffs between departments, which is usually where most process bottlenecks and "shadow" activities occur.

   Answered 2024-11-13 by Linda Martinez

• Great point, Linda. The handoffs are exactly where we found a massive redundancy in our procurement cycle. Visualizing it helped us cut three unnecessary approval steps in the "To-Be" state.

     Commented 2024-11-15 by Jennifer Garcia