Question

Develop a functional decomposition model based on the “AS IS” process described in PART II. Note that a business function concerns what is being done and not concerned about the how, when and where aspects of the activities. Decompose starting with the top function (1st level) and ending up to the 3rd level

for the following example

The purchasing department of Company X completes a paper purchase order and sends it to Supplier A via fax, with a copy going to the accounts payable department of X. Supplier A ships the goods and they arrive at company X’s receiving dock. A clerk at X’s receiving dock completes a paper receiving document describing the goods and sends it to X’s accounts payable department. Supplier A meanwhile sends a paper invoice to X’s accounts payable department. A clerk in X’s accounts payable department would match three documents: the original purchase order, the receiving document, and the invoice. If all three documents match, an accounts payable clerk issues a paper check to supplier A. If they don’t match, an accounts payable clerk calls supplier A by phone to reconcile any shipment errors.

Answer 1

Definition of "As Is" Business Process

An “as is” business process defines the current state of the business process in a organization. Typically the analysis goal in putting together the current state process is to clarify exactly how the business process works today, kinks and all.

One effective technique for transforming vision into results is to develop and populate an As-Is and To-Be BPMN diagrams. The As-Is diagram describes the present state of the organization's process, culture, and capabilities. The To-Be diagram describes the future state; in other words, how the organization's process, culture, and capabilities will appear in the future. This studying of As-is and To-be process results in identifying the difference between the current and target business state, known as gap, which is an important part of any business process reengineering/improvement initiative. The main purpose of an as-is diagram needs to work out where improvements are needed and what is the starting point for change. On the other hand, to-be diagram requires business analysts to be creative in solving problems and designing processes to achieve business outcomes, often only based on imperfect information about what the organization actually wishes to accomplish.

The process begins with the sales representative receives a purchase order from a customer and proceeds to check the stock level. If there is enough stock on hand to meet with the order, the sales representative will pack them. The process ends with shipping them along with an invoice. In case of insufficient stock, the sales representative will suggest the customer to amend the purchase order. Once the business process of your existing operation has been created, you can then derive the to-be process model by considering and projecting the necessary improvements or changes needed to be made based on the existing to-be process. Walk through the steps in this tutorial to see how things work.