Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Que es
El Mapeo de procesos AS IS / TO BE es una herramienta que ayuda en la descripción y la
mejora de los procesos internos de la organización.
To be (como queremos que sea en el futuro): define el futuro de la situación del proceso es
decir donde se quiere llegar
Para la generación del modelo To-Be se pueden trabajar con los siguientes enfoques
Utilizar Mejores Prácticas, que son modelos provistos, en general, por los fabricantes
del software o por alguna otra organización
Variantes LLL (Legal, Language, Localization), modificaciones a una Mejor Práctica
originadas por un imperativo legal, una necesidad impuesta por el idioma o por
elementos físicos –no de idiosincrasia- de una locación, por ejemplo la disponibilidad de
un determinado elemento.
Prácticas Propias, son modelos generados por la propia organización y que se
justifican, dado su alto costo de generación, cuando el proceso o parte de el –
subproceso- no está presente en una Mejor Práctica y/o cuando su implementación
genera una ventaja competitiva muy significativa
The AS IS / TO BE process mapping is a tool that helps describe and improve the internal processes of an
organization.
As is: defines the current situation and reality of organizational processes, with their errors and
successes.
Helps generate alignment and understanding among different areas and locations of the
company regarding how the business process is effectively executed.
Helps introduce BPM concepts to executives and key users, particularly in the use of business
process diagrams.
Allows establishing critical points and process improvement.
That in order to generate the As-Is documentation in a reasonable time, a pre-established work
method and a standard for modeling are necessary.
Software tools are needed for modeling.
Once the As-Is model is generated, the managers involved in the process must formally validate
the model.
To be: defines the future of the process situation, that is, where you want to go.
Define the new business process model independently of the software to be used. This allows
thinking without restrictions given by the software.
Having the To-Be models makes it feasible to perform GAP analysis, which is fundamental to this
strategy.
The development of the To-Be model allows establishing Performance Indicators.
Allows establishing critical points and process improvement.
For the generation of the To-Be model, the following approaches can be used:
Use Best Practices, which are models provided, in general, by software manufacturers or by
some other organization.
LLL Variants (Legal, Language, Localization), modifications to a Best Practice originated by a legal
imperative, a need imposed by language or physical elements -not idiosyncrasy- of a location,
for example, the availability of a certain element.
Own Practices, are models generated by the organization itself and are justified, given their high
cost of generation when the process or part of it - subprocess - is not present in a Best Practice
and/or when its implementation generates a very significant competitive advantage.
Why map
Process mapping is a differential within the organization. It is possible to have a greater understanding
of the process and obtain several positive points, such as: Making decision-making more efficient: with
the mapping process, the trajectory of the process within the organization can be visualized, as well as
the activities and their responsible parties, elements - labor, resources, and efforts needed. Thus,
besides recognizing what improves, mapping optimizes time and makes decision-making more efficient.
Standardize the process, increase productivity, improve the quality of product and/or service delivery,
and achieve greater customer satisfaction.
Key users are users who have more knowledge about the rules of a business process. Identify and map
processes (AS-IS process analysis):
Also called AS-IS process analysis, at this stage, the current process is modeled without
attempting to apply the improvements that may or should be made.
Description of business rules and involved users, suppliers, customers, and their interactions.
Explanation of the process journey (task sequencing) and validations, alternative business
scenarios.
Description of tasks, execution time, and participants.
Search for documents and systems that facilitate understanding and help with what can be
automated.
Above all, the AS IS/TO BE tool should focus on process maturity so that at the end of the TO BE stage,
the process is:
Increasingly adherent to the organization's strategic objectives and Structured to simplify and bring
efficiency to processes and their activities, whether in the strategic or operational environment. To
achieve these objectives, the participation and commitment of all participants are essential, as well as
daily focus on continuous improvement.
This matrix allows you to organize current problems in your processes, software or resources, document
the conceptual solution, and estimate the impact that solving the problem will have. Objectives of the
As-Is, To-Be matrix:
1. Organize the start of a project: by using this matrix, you can take an initial approach to the
project by listing all current issues and what the desired state of those functions would be.
2. Prioritize actions: since you will also have a business impact value, the matrix will support you in
making decisions when prioritizing work or issues to tackle first.
Examples of companies that use the As-Is, To-Be methodology are: Microsoft, IBM, Oracle, SAP and HP.
Microsoft uses this methodology to identify what changes need to be made to improve the
efficiency of software development processes.
IBM uses it to identify how to improve the efficiency and productivity of business processes.
Oracle uses this methodology to design and optimize its database management processes.
SAP uses it to analyze and improve its information system processes.
HP uses this methodology to design, implement, and improve its information system processes .