Process modelling: actual vs. target

However, studies show that over 70% of business process reengineering projects fail — they are the epitome of radical target modelling. Current modelling also paints a sad picture: According to a separate survey around 80% of the current models are used exclusively to obtain QM certifications. They are hardly used in everyday working life and therefore remain ineffective in business. Bad prospects? At first glance, it seems so. But it's worth taking a second look here, because there is a Solution for lively, accepted and effective process management. And this combines both approaches.

What are target processes?

Target processes Map the work processes in the company as they should take place in the future. They are often perceived as more motivating than actual processes, as they follow the approach of “Solution-Based Thinking” follow. They therefore focus on the solution instead of dealing with problems. In addition, target processes are often linear, consistent and coherently structured — and therefore particularly simple. Defined as an ideal, they also do not have to be constantly adapted to the actual processes in the company.

Unfortunately, this ideal idea of the perfect process can often be achieved difficult to implement. Since the model is initially a purely theoretical construct of wishes and goals, many employees cannot imagine the practical result. That is why they only deal with the plan when they actually implement it. In this way, the target model cannot be used as a knowledge platform for current day-to-day work. On the contrary: Due to the strong focus on the target situation, there is even a risk that current problems will not be solved or that good practices will actually be worsened.

Target process modelling

possibilities

• solution-oriented
• motivational
• simple, static model

risks

• high failure rate in implementation
• very theoretical
• no integration into everyday life
• Current problems and best practices recede into the background

What are as-is processes?

Current processes Map the work processes in the company as they currently take place. Although this is done using a highly simplified model, there is no imaginary model of the future. As a result, they have a significantly greater practical relevance as target processes and require less imagination on the part of users. Existing models also support the uniform understanding and standardization of processes in the company. In addition, they make it possible to make small and precise changes to processes. As a result, content is always up to date. The result is a process-oriented knowledge platform, which is firmly integrated into everyday business life.

However, actual models are often accused of having Get out of date too quickly and Continuous updating is too time-consuming. In addition, actual processes are often very varied and complex. Since they constantly confront employees with current problems, they are often perceived as less motivating.

Current process modelling

possibilities

• practice-oriented
• harmonizes and standardizes
• precise, small-step changes
• Integration into everyday life is possible

risks

• Outdated after a short time
• varied and complex
• not very motivating
• The ideal fades into the background

The solution: collaborative and agile process management

Current models are too complex to maintain, target models are unrealistic wishful ideas — what now? The solution lies in an agile approach that combines the advantages of both methods:

• The Community approach reduces effort: All employees are actively involved in process management. As few rules as possible apply to modelling.
• In terms of agile process development, Defining and optimizing processes in extremely small steps: Changes and new experiences are constantly being incorporated.
• Through the high relevance for everyday use Employees identify with the content of the processes and use it: The result is a process-oriented knowledge portal with a permanent reality check.

The starting point for successful process management is collaborative as-is modelling, which can only be achieved with a lightweight tool. This enables every employee to adapt work processes easily and quickly to current best practice — even on a daily basis if required. That motivates Actively shape processes. In this way, target processes are defined in small steps, which become actual processes after just a short period of time. At the same time, process documentation remains always close to reality. Die success rate Such continuous improvements are significantly higher than with pure target process modelling.

Is actual process modeling therefore always the better choice?

Almost always. Who a rigid process management tool , in which only a few experts are responsible for all work processes, should rely on target processes. In this case, realistic documentation would be too complex and the modelled processes would become obsolete too quickly. That is why it is also recommended for most BPM tools pure target process modelling, taking into account all the disadvantages of this approach.

With major changes in the process structure It may also be necessary to start with target process modelling — for example when restructuring, setting up a new location or introducing SAP. A good project approach can iron out the weaknesses of the approach. But even with major changes, the goal should be to reestablish a close connection between documentation and reality as quickly as possible with lively as-is modelling.

The conclusion: Ideal is a lively as-is modelling with a small-step, continuous improvement process in an interactive process platform such as Q.wiki. However, in the case of large change projects and centrally maintained BPM tools, only target modelling can usually be implemented efficiently. In any case, it makes sense to decide on one of the variants as early as possible. Remodeling processes later is just as complex as completely redesigning them.