The inputs from Phase 1--Process Improvement Project Definition include a Project Definition Worksheet describing project goals, roles, and boundaries.
Phase 2 includes the following steps:
Document and validate the “Is” process to confirm that it accurately represents the work as it is performed today.
Identify disconnects in the "Is" process
Do not proceed to the development of the “Should” map without first analyzing the “Is” process because:
- One way of defining implementation is moving from "Is" to "Should". If you don’t know where “Is” is, it will be difficult to track progress.
- Another benefit of “Is” analysis is team building. The time spent in describing the “Is” and bringing to light all its faults and strengths of a process helps the Design Team transition from a group of individuals into a more cohesive team.
- “Is” analysis will identify what is working so strengths are not discarded with the problems.
- The “Is” map will help communicate the need for change during implementation.
Develop and test “Should” design specifications—these are the foundation of what the “Should” process ought to look like.
Develop "Could Be" designs—each "Could Be" should be an attempt to meet or exceed the design specifications
Create the “Should” cross-functional process map—the future-state process that capitalizes on the strengths and overcomes the weaknesses of the current process.
Design process measures to indicate on a continuing basis, how well the new “Should” process is performing.
Develop recommendations and the implementation strategy—provide the Steering Team an idea of the investment and changes involved in implementing the recommendations.
An output of Phase 2--Process Analysis and Design is a “Should” cross-functional process map.