Business Processes
Legis Consultancy brings its skill and experience to three areas of Business Process practice.
Enterprise Analysis
Enterprise analysis is a key phase in the business analysis process. In large, complex organizations this phase is often handled as a stand alone project. Enterprise analysis is critical for an organization that is determined to invest in only the most valuable projects. Successful analysis examines the organizations strategic plan, strategic goals, and understands the connections to the other areas of business process analysis. Overall, formal enterprise analysis is comprised of a set of processes that utilized specific inputs to produce the information needed for informed project selection. It is important to note that many of these analytical processes function consecutively or iteratively. Further, the types of processes utilized, or analysis level, depends on the scale of the projects in question. Risk assessment is also a factor in these determinations.
Although enterprise analysis is a preliminary phase of the business process analysis cycle, it is a self-sufficient methodology that can be applied to a variety of business questions. For example, the set of business activities included in mergers and acquisitions can utilize enterprise analysis to clarify integration issues, market segment comparisons, and values alignment.
Process Improvement
Whether an analyst is working with management processes or manufacturing processes, the first step in improvement is to conduct a current state assessment. If a business architecture exists for the organization it must first be confirmed as accurately reflecting the current state.
Many intelligent process improvement efforts fail because they do not address strategic issues that are critical to the organization. In other cases, fundamental project management principles are not followed. For example, the inability to acquire buy-in from all executive stakeholders usually results in an ineffective conclusion for the process improvement team.
An example of a typical Legis Consultancy process improvement project involved a client with a desire to improve its shipping operations. In this case, the client identified specifically what aspect of the operation needed to be examined. Legis first documented the current state of that segment of the operation. It was then confirmed that the operating segment was impeding the organizations progress towards its strategic goals. The Legis team successfully identified, documented, and demonstrated an effective set of improvements for the client.
Project Controls Operations
The project environment presents a unique set of challenges than do ongoing or continuous business operations. It follows that Project Controls present a different set of challenges than do conventional business controls.
Typical project controls operations include (a) project operations,(b) human resources, (c) procurement, (d) materials management, (e) document control, (f) change order management, (g) accounting and (h) corporate oversight functions. A project by definition has a discernible start date and a discernable finish date so the life of the project controls system may be limited. The challenge is to balance the project controls system such that it produces enough information for effective management without being too burdensome on the project team and not costing out of proportion to its benefits. Legis Consultancy staff members have all 'grown up' in the project environment. They have developed these systems and they have lived with these systems.