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Priority
should be given to those processes that can be changed using
your existing software. The earlier you implement
the change, the more likely it is to be firmly established
by the time you go live. Once again, the process will be a
combination of using workshops and interviews to understand
how it will work. You will also need to involve the team doing
the Configuration and Customisation. Changes to process may
have an impact on configuration and customisation. The reverse
is also true.
Another consideration in this exercise is that the new business
processes will be used for training staff. Liaison with the
people responsible for training is also important. They will
need new processes to include in training manuals and courses.
The order in which you undertake the work will be influenced
by training.
The mapping of new business processes will inevitably lead
to new documentation. There may be new forms required, spreadsheets
to be changed or policies and procedures to be updated. All
this needs to be managed by the project team.
If the person
doing the mapping identifies a required change (sometimes
referred to as WFRICE - Workflow, Form, Report, Interface,
Conversions, Extensions) they should ensure it is included
in the project as an action item - e.g. "Modify customer credit
form" or "Amend consolidated sales spreadsheet to include
new categories".
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