1. Understanding Your Organization for Process Analysis
Presented by Olufunke Somefun
Forms Management Book of KNOWLEDGE BFMA Certificate Program

2. Introduction

3. Introduction
Forms Management Program mandate is to provide forms that flow throughout an Organization effectively and efficiently

4. Organizational Hierarchy

5. Organizational Hierarchy
System
Function
Process
The highest level is the business system. Each of the business systems has one or many functions associated with it. Each function has one or many processes that support that function. Each process has one or more procedures that support it. Tasks are a part of a procedure. Often there is a form that supports the process or the procedure.
Procedure
Task

6. Business System The highest level is the business system.
The business system is the major organizational mechanism that helps an organization deliver its goods or services and do business.
Each of the business systems has one or many functions associated with it.
Each function has one or many processes that support that function.
Each process has one or more procedures that support it. Often there is a form that supports the process or the procedure.
Tasks are a part of a procedure.

7. This is the highest level of the Business System
Most organizations have about 15 to 20 business systems.  
There are primary business systems. These are the reason the organization exists and what creates value.
Examples of primary business systems are Sales and Manufacturing. For government, Program Development, Citizen Services and Legislative Mandate are examples of primary business systems.
There are support systems, with each one supporting all the primary systems. Finance, Human Resources and Information Technology, Forms Management are examples of support systems. In some organizations, support systems are found under an Administration or Shared Services area.
There are support systems such as Finance, Human Resources and Information Technology, with each one supporting all the primary systems.
Many organizations have a support system called Administration or Shared Services, which contain support functions such as Forms Management.  

8. Business Functions
A business function is a functional component of the business system. It refers to a general pattern of similar activities related to a common theme.
Each business system contains multiple functions.
For example, in the Human Resources system functions include the
Recruiting and Hiring function, Benefits Administration function,
Performance Management function, etc. All of these functions are similar activities in support of the common theme of Human Resources.
Other examples of functions are Forms Management, Records Management, Document Management, Building Services, Print Services, Facilities Planning. These are often found in a support system such as Administration or Shared Services.

9. A business function is a functional component of the business system
A business function is a functional component of the business system. It refers to a general pattern of similar activities related to a common theme.
Each business system contains multiple functions.
For example, in the Human Resources system functions include the
Recruiting and Hiring function, Benefits Administration function,
Performance Management function, etc. All of these functions are similar activities in support of the common theme of Human Resources.
Other examples of functions are Forms Management, Records Management, Document Management, Building Services, Print Services, Facilities Planning. These are often found in a support system such as Administration or Shared Services.

10. Business Process
A business process is a complete end-to-end set of activities that together create value for a client. A business process represents how every step of the work “flows“, from start to finish.
A process is a more specific notion than function. A process may be distinguished from a function by the fact that it has well-defined inputs, outputs and purposes. Steps may overlap and repeat. Some steps may be skipped or modified, depending on the project.
A business process is a collection of linked tasks which find their end in the delivery of a service or product to a client. A business process has also been defined as a set of activities and tasks that, once completed, will accomplish an organizational goal.

11. A business process is a complete end-to-end set of activities that together create value for a client. A business process represents how every step of the work “flows“, from start to finish.
A process is a more specific notion than function. A process may be distinguished from a function by the fact that it has well-defined inputs, outputs and purposes. Steps may overlap and repeat. Some steps may be skipped or modified, depending on the project.
A business process is a collection of linked tasks which find their end in the delivery of a service or product to a client. A business process has also been defined as a set of activities and tasks that, once completed, will accomplish an organizational goal.

12. Business Procedure
Procedures are a fixed sequence of activities or course of action (with definite start and end points) that must be followed to correctly perform the work uniformly and consistently.
A procedure defines how to implement one or several activities of a business process. It identifies the sequence of steps, and specifies for each step what needs to be done, when, and by whom

13. A procedure defines how to implement one or several activities of a business process. It identifies the sequence of steps, and specifies for each step what needs to be done, when, and by whom
Procedures are a fixed sequence of activities or course of action (with definite start and end points) that must be followed to correctly perform the work uniformly and consistently.

14. Tasks
Tasks are units of work within a procedure. These are the individual steps taken within a procedure to make it happen uniformly and consistently.
Looking at the new employee onboarding process and the procedure to get individual forms completed for obtaining the staff security clearance and ID card, specific tasks include obtaining the forms, getting the manager and/or employee to complete the forms, checking the forms for completeness and distributing the completed forms as required.

15. A procedure defines how to implement one or several activities of a business process. It identifies the sequence of steps, and specifies for each step what needs to be done, when, and by whom
Procedures are a fixed sequence of activities or course of action (with definite start and end points) that must be followed to correctly perform the work uniformly and consistently.

16. Types of Organizational Charts

17. Flat Organizational Chart
A flat organization structure will show few or no levels of management between executives and all other employees. This type of structure empowers self- management and greater decision making ability for every employee. It's most often employed by smaller businesses, but it's not unheard of it even at larger companies.

18. Divisional Structure Divisional Organizational Chart
A divisional organizational chart reflects a company organized along a product line or specific geography. For example, in a car company the divisions may represent SUVs, sedans, and electric cars. Each division than has it own functional structure like IT and marketing.
A company will use a divisional set up like this when one division is sufficiently independent from another, however this kind of structure can also add some accounting and other overhead.

19. Functional Top-Down Hierarchy
A functional, top-down organizational chart reflects a traditional business structure. This structure shows the C-Suite at the top, followed by other senior management, middle managers, and so on. The structure is divided into traditional departments like IT, marketing, finance, human resources, and operations based on everyone's functional role in the organization.
In such an organizational structure, employees with similar skillsets and specialization are grouped together. However, they often suffer from lack of visibility and communication with other departments.

20. Matrix Organizational Chart
A matrix organizational chart reflects a company where employees are divided into teams by projects or product lead by a project or product manager, but also report to a functional manager. It shows a company that operates using cross- functional groups instead of vertical silos.
A matrix organizational structure can help facilitate better, more open communication and create a flexible, dynamic work environment that can easily shift resources where they're needed, but it can also create confusion and frustration with dueling priorities and supervisors.

21. Process Analysis
Process analysis is the action of conducting a review and gaining an understanding of business processes.
It involves reviewing the components of a process, including inputs, outputs, procedures, controls, actors, applications, data, technologies and their interactions to produce results
A step-by-step breakdown of the phases of a process, used to convey the inputs, outputs, and operations that take place during each phase. A process analysis can be used to improve understanding of how the process operates, and to determine potential targets for process improvement through removing waste and increasing efficiency.

22. Definitions:
A business process is an activity or set of activities that will accomplish a specific organizational goal.
A series of logically related activities or tasks (such as planning, production, or sales) performed together to produce a defined set of results.

23. 5W’S AND AN h Who What When Where Why How
Answers to the 5 Ws and an H are a very good start to understanding the business process.
The business process analyst reviews the 5Ws and an H, and drafts initial process charts and diagrams.
Who did it
What did they do
When did they do it
Where was it done
Why was it done
How did they do it
At this point, the analyst steps back and reviews the information and materials closely for simplification or improvement opportunities.

27. draft
final

28. Benefits Effective Forms (well-conceived)
 Collect ONLY required data, at the right time, in the right
place and by/from the right person
 Support business or clinical processes; help introduce or
guide new processes or practices
 Help reduce risk and error

29. benefits Efficient (well-designed)  Are easy to complete
 Leverage available technologies
 Include helpful instruction where it is needed
 Help reduce repetitive data collection and cost

30. Thank you for your time and Participation!–
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