I have now been asked to do a feasibility study for a new project - implementation or rather introducing new process flow into already established workflow system. After the feasibility study, the Management has decided to take the project forward. Accordingly, I have now moved to first phase of planning and analysis. So far the going has been smooth and as with any other such project it is going to take some time to complete. This post only highlights my learnings so far.
1. Feasibility Studies: Before even jumping on to the decision to make a workflow, it is always better to have feasibility study. The feasibility study should details all aspects on the projects including the disastrous cause and effect, and favorable returns. Feasibility should not only be a bird's eye view assessment. An in-depth assessment is always necessary as cost involved in projects is always high and if returns on investments are not comparable, then the project is a failure. But in the end, moving ahead or not is always a Management Decision.
2. Documenting Process Flows: This is a big and first task to do. The process flow, also called business process flow, describes how various activities are organized and performed, who does which activity, and how input is processed to get a desired output. Documenting of process flows should be exhaustive including the little aspects as how to get the input in first place and how to deliver the output to its customer. These exhaustive details enable stake holders to have an understanding of current processes along with their shortcomings. This results in streamlining of the processes as well. A lot of MNCs might agree with the same since business processes are well defined and well documented.
Further, along with main process flow, alternative and exception flows needs to be captured. Examples of such alternatives and exceptions could be workarounds and fire fighting techniques. This may seem easier said than done since no body would like to have such things to be documented. In my opinion, these cater to equipping the workflow with every solution. Else, the workflow would
look like stupid system which cannot handle dynamic work pressure.
3. Mapping of Documented Process Flows with Current Workflow: This aspect is neither easy nor difficult. A lot of things get a clarity when process flows are mapped with current workflow. Also, a visual aid is providing into the future workflow when the process is actually implemented. For example, receiving input in process flow could be through A, passed on the B and C, docketing the is done by B, and B sends details to C. This may not be a problem during process flow during documenting. But this creates difficulty in already established workflow where single input is available and C begins work immediately. Thus, mapping helps in either removing redundancy in process flows or streamlining the process flows itself.
4. Values in Tables: In workflow, lot of data is selected and is not pre-coded for completing various activities. Such selection caters to dynamism of the ever growing business. It is always a good idea to have at least first exhaustive list of such value along with the above documents. The list should be exhaustive so as to take of as many data values as possible. This will aid not only in exhaustive testing but also in giving a real feel of the workflow.
5. Reviewing: Reviewing of each and every document by stake holders is very important and iterative process. After each document is prepared, the document should be reviewed, revised, reviewed again, revised again, and then only frozen. Often during reviewing, problems with existing set up are discussed and agreements on solutions are reached. A JAD session is perfect term for the same.
So far these points have also been my working principles. I have been appreciated by stake holders for having such a meticulous attitude and attention to details.
1. Feasibility Studies: Before even jumping on to the decision to make a workflow, it is always better to have feasibility study. The feasibility study should details all aspects on the projects including the disastrous cause and effect, and favorable returns. Feasibility should not only be a bird's eye view assessment. An in-depth assessment is always necessary as cost involved in projects is always high and if returns on investments are not comparable, then the project is a failure. But in the end, moving ahead or not is always a Management Decision.
2. Documenting Process Flows: This is a big and first task to do. The process flow, also called business process flow, describes how various activities are organized and performed, who does which activity, and how input is processed to get a desired output. Documenting of process flows should be exhaustive including the little aspects as how to get the input in first place and how to deliver the output to its customer. These exhaustive details enable stake holders to have an understanding of current processes along with their shortcomings. This results in streamlining of the processes as well. A lot of MNCs might agree with the same since business processes are well defined and well documented.
Further, along with main process flow, alternative and exception flows needs to be captured. Examples of such alternatives and exceptions could be workarounds and fire fighting techniques. This may seem easier said than done since no body would like to have such things to be documented. In my opinion, these cater to equipping the workflow with every solution. Else, the workflow would
look like stupid system which cannot handle dynamic work pressure.
3. Mapping of Documented Process Flows with Current Workflow: This aspect is neither easy nor difficult. A lot of things get a clarity when process flows are mapped with current workflow. Also, a visual aid is providing into the future workflow when the process is actually implemented. For example, receiving input in process flow could be through A, passed on the B and C, docketing the is done by B, and B sends details to C. This may not be a problem during process flow during documenting. But this creates difficulty in already established workflow where single input is available and C begins work immediately. Thus, mapping helps in either removing redundancy in process flows or streamlining the process flows itself.
4. Values in Tables: In workflow, lot of data is selected and is not pre-coded for completing various activities. Such selection caters to dynamism of the ever growing business. It is always a good idea to have at least first exhaustive list of such value along with the above documents. The list should be exhaustive so as to take of as many data values as possible. This will aid not only in exhaustive testing but also in giving a real feel of the workflow.
5. Reviewing: Reviewing of each and every document by stake holders is very important and iterative process. After each document is prepared, the document should be reviewed, revised, reviewed again, revised again, and then only frozen. Often during reviewing, problems with existing set up are discussed and agreements on solutions are reached. A JAD session is perfect term for the same.
So far these points have also been my working principles. I have been appreciated by stake holders for having such a meticulous attitude and attention to details.
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