View source for Biz Analysis Methodology 251109


= Biz Analysis Methodology 251109              =

== 1.1 Objectives and Timeline              ==

=== Objective              ===
To conduct a structured discovery, analysis, and high-level design (HLD) process that integrates Comfac-IT’s core '''Business Analysis Techniques'''. The goal is to produce accurate, ERPNext-aligned process documentation that clarifies workflows, roles, and improvement opportunities across all operational domains.

This methodology is grounded in '''Lean process analysis''' and '''ISO 9001 principles''', emphasizing quantifiable efficiency through '''Touch Time''' (value-added work) and '''Data Handling Time''' (administrative or waiting time). By mapping how work is performed and where time is lost, the process guides digitization and continuous improvement.
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== Methodology Overview              ==
The analysis follows a structured three-phase framework designed for iterative learning and validation.
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=== Phase 1: Pre-Visit Preparation              ===
'''Objective:''' Lay the groundwork for efficient stakeholder engagement and structured data collection.

# '''Stakeholder Identification'''
#* Request existing org charts and process flowcharts from the client.
#* Identify key process owners and approvers across functional areas.
#* Confirm the list of subject matter experts (SMEs) available for interview.
# '''Interview Scheduling'''
#* Allocate 45–60 minute sessions per SME.
#* Ensure interviews cover at least 90–95% of operational roles.
#* Sequence sessions from upstream to downstream processes.
# '''Tools & Templates'''
#* '''Org Chart Template:''' to validate structure and reporting lines.
#* '''Process Flowchart Template:''' to record process handoffs and identify transformation versus administrative activities.
#* '''Touch Time vs. Data Handling Table:''' to quantify work efficiency and highlight rework frequency.

'''Deliverables:''' Validated org chart, initial flowcharts, and baseline Touch Time vs. Data Handling Log.
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=== Phase 2: On-Site Visit              ===
'''Objective:''' Map roles, processes, and pain points using Lean and ERPNext process-mapping techniques.

==== A. Stakeholder Interviews (90–95% of Time)              ====
'''Purpose:''' Capture how each department operates, where data flows, and how delays occur.

# '''Interview Structure'''
#* '''Role & Responsibilities:''' “What tasks do you perform daily? What approvals do you handle?”
#* '''Touch Time Analysis:''' “How much time do you spend transforming data (encoding, approving, creating scopes of work)?” “What value does this step add to the customer or internal process?”
#* '''Data Handling Time Analysis:''' “How much time is spent retrieving forms, chasing approvals, or validating documentation?” “Where do delays typically occur?”
#* '''Challenges:''' “What frustrates you about the current system?” “What manual processes could be automated?”
# '''Validation & Discrepancies'''
#* Compare provided org charts and process documents with observed practices.
#* Identify deviations (e.g., “Three signatures in practice vs. two on file”).
#* Highlight bottlenecks and approval redundancies.
# '''Deliverables'''
#* Updated org and process flowcharts.
#* '''Touch vs. Data Handling Log''' per role, including observed delays and rework triggers.

==== B. Environmental Assessment (5–10% of Time)              ====
'''Objective:''' Identify physical and digital workflow barriers.

# '''Key Areas to Observe'''
#* '''Physical Forms & Digitization:''' Catalog and flag all paper-based forms.
#* '''Workspace Layout:''' Note how spatial separation affects collaboration or approvals.
#* '''Technology Setup:''' Review device accessibility, network performance, and ERP login friction.
# '''Strategies for Digitization'''
#* '''Internal Forms:''' Digitize within ERPNext using built-in approval flows.
#* '''External Forms:''' Enable export to PDF for wet signatures and define scanning/archiving SOPs.

'''Deliverables:''' Environmental audit notes, list of digitization-ready forms, and identified workflow constraints.
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=== Phase 3: Post-Visit Synthesis              ===
'''Objective:''' Produce optimized, ERPNext-aligned workflows and digitization roadmaps.

# '''Analysis & Recommendations'''
#* '''Process Bottlenecks:''' Identify where Data Handling Time accumulates (e.g., waiting for cross-department approval).
#* '''Touch Time Optimization:''' Remove redundant checks, automate manual entries, and streamline approvals.
#* '''Organizational Alignment:''' Re-map roles to reduce handoffs and clarify accountability.
# '''Mapping and Charting: Visualizing Flow and Risks'''
#* Process mapping seeks to answer two core questions: '''“What happens next?”''' and '''“What happens when something goes wrong?”'''
#* Each process map includes '''decision points, error paths, and rework loops''', showing how exceptions propagate.
#* Risks identified are annotated with '''problem triggers''' and '''required coordination protocols'''—clarifying how updates or changes in SOPs are communicated and executed.
#* Rework events are traced to quantify '''resource impact''' and guide corrective measures.
# '''Deliverables'''
#* '''Lean Process Maps:''' Show current vs. proposed workflows with quantified time savings.
#* '''Digitization Roadmap:''' Rank processes and forms for ERPNext integration.
#* '''Business Case:''' Estimate savings from reduced Data Handling Time and rework avoidance.

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=== Tools & Templates              ===

# '''Touch Time vs. Data Handling Log''' | Role | Task | Touch Time (mins) | Data Handling Time (mins) | Bottlenecks |
# '''Org Chart Template''' – includes roles, approvals, and cross-functional dependencies.
# '''Digitization Checklist''' – lists internal/external forms, signature needs, and archiving procedures.
# '''Process Mapping A3 Template''' – documents flow, decision points, and escalation paths.

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=== Reference Links and Resources              ===

* '''Sample ERPNext Company Process Template:''' <nowiki>https://next.comfaccorp.com/s/XxmLWbjSnmFQgx6</nowiki>
* '''ISO 9001:2015 Standard Overview:''' <nowiki>https://www.iso.org/standard/62085.html</nowiki>
** ''Read the outline/sample content here:'' <nowiki>https://www.iso.org/obp/ui/en/#iso:std:iso:9001:ed-5:v1:en</nowiki>
** ''Cost:'' Approximately 8,000 PHP (CHF 178 for MSMEs).
* '''ISO 9001 Guidance on Documented Information:''' <nowiki>https://www.iso.org/files/live/sites/isoorg/files/standards/docs/en/iso</nowiki>''9001''2015''guidance''documented_information.pdf

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=== Timeline Considerations              ===
Project duration depends on SME availability and process maturity:

* '''Non-ISO 9001 organizations''' typically require longer interviews and iterative mapping due to undocumented workflows.
* '''ISO 9001-compliant organizations''' can progress faster, but maturity varies by department and the currency of documentation and training.

{| class="wikitable"
!Phase
!Description
!Duration
!Dependencies
|-
|'''1. Discovery'''
|Stakeholder interviews, workflow collection
|2–3 weeks
|SME access, process documentation maturity
|-
|'''2. Analysis'''
|Validation, bottleneck identification, Lean alignment
|1–2 weeks
|Availability of validated data
|-
|'''3. HLD'''
|ERPNext process mapping, A3 document creation, procedure linking
|1 week
|Approved workflows from prior phase
|}
'''Total Duration:''' 4–6 weeks for a medium-sized enterprise, depending on access to SMEs and process documentation depth.
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=== Key Success Metrics              ===

* Reduction in Data Handling Time per role.
* Stakeholder validation of updated org and process charts.
* % of paper forms migrated to ERPNext.
* Reduction in rework and approval cycle time.

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=== Risks and Mitigation              ===
{| class="wikitable"
!Risk
!Description
!Mitigation
|-
|Limited SME availability
|Operational workload limits interview access
|Schedule early, break sessions into focused blocks
|-
|Undocumented or implicit processes
|Missing or informal workflows
|Use shadowing and cross-validation interviews
|-
|Outdated documentation
|Misalignment between written and actual practice
|Validate through observation and workshops
|-
|Rework from unclear instructions
|Ambiguous SOP updates
|Establish clear escalation and change communication protocol
|}
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=== Appendix: ISO 9001 and the PDCA Cycle              ===
ISO 9001 serves as the foundation for all quality and process management systems. At its core, ISO 9001 can be distilled into the '''PDCA (Plan–Do–Check–Act)''' framework — a continuous improvement model that structures how organizations think, execute, and refine their work.

==== Plan              ====
Planning begins with identifying '''goals''' and '''intended outcomes''', and translating these into specific, measurable actions. It requires:

* Extrapolating from goals to actionable steps.
* Verifying that each planned action logically contributes to the intended outcome.
* Ensuring all goals address a '''problem statement''' or test an '''opportunity hypothesis'''.
* Advanced practitioners also factor in '''risks, opportunities, and constraints''' (time, manpower, skills, cost, equipment, etc.) when designing plans.

==== Do              ====
Execution involves '''mobilizing and communicating resources''' — including manpower, finances, tools, permissions, and authority. This phase focuses on clear delegation, coordination, and accountability to carry out the planned activities effectively.

==== Check              ====
Checking requires examining the '''results of both the plan and its execution''' to identify:

* '''Gaps''' between expected and actual outcomes.
* A '''taxonomy of problems and risks''', categorized by impact and recurrence.
* The need to update documents, processes, and organizational knowledge to reflect current practice.

==== Act              ====
Acting is about '''refinement and iteration''' — applying lessons learned to improve efficiency, reduce risk, and optimize future outcomes. The cycle repeats, incorporating insights from the previous Check phase to better address goals, risks, and opportunities.

By embedding PDCA into ERPNext-driven process mapping, Comfac-IT ensures that every documented workflow not only aligns with ISO 9001 principles but also creates a living system of continuous improvement and learning.