Stage 1 – Foundation and Planning
Identification of the detailed business processes currently in existence through the development of a Process Inventory, then prioritisation of those for further analysis in subsequent project Stages. The timeframe for this Stage is normally a few days.
Stage 2 – Analysis
Determination of the current (‘As Is’) processes in detail though process mapping, then any gap analysis, and identification of opportunities for improvement. The timeframe for this Stage is clearly to be determined by the outcome of Stage 1, but is typically measured in weeks, not days.
Stage 3 – Definition
Definition of the future operation. This is where findings from Stage 2 are incorporated into new (‘To Be’) process designs, and a Business Requirement for change is produced. Crucially, a key element of this Stage is consultation with staff to allow sufficient time to;
- clearly communicate drivers for change (from the gap analysis),
- elicit their recommendations,
- start thinking about how they will accommodate the impact of the overall change.
The timeframe for this Stage is determined by the outcome of Stage 2, but again is typically measured in weeks, not days.
Stage 4 – Implementation
Implementation itself is a phased approach, taking into account;
- All identified Quick Wins,
- All larger scale change, including business model change, I/T systems change, process or workspace layout change, organisational structural change, job training / retraining, HR consultation processes, and migration from ‘As Is’ to ‘To Be’.