BPI Process Analysis Template

A process analysis template is used throughout this business model to document the strategic management, core business and resource management processes.

Process Analysis Template

Process Description	The process description provides an overview of the entire process and provides focus for the process analysis.
Process     Objectives	The objectives of the process are statements that define the direction needing to be taken with respect to the process. Objectives often relate to items such as customer satisfaction, efficient use of resources and compliance with applicable regulations.
Inputs	The inputs to a process represent the elements, materials, resources, or     information needed to complete the activities in the process.
Activities	The activities are those actions or sub processes that together produce the outputs of the process. For some processes, arrows are omitted due to the  non sequential nature of the activities.
Activities	The activities are those actions or sub processes that together produce the outputs of the process. For some processes, arrows are omitted due to the non sequential nature of the activities.
Outputs	The outputs represent the end result of the process - the product, deliverables,     information or resource that is produced.
Systems	The systems are collections of resources designed to accomplish process objectives. Information systems produce reports containing operational, financial and compliance related information that make it possible to run and control the process.
Classes of Transactions	The classes of transactions are data and information that are related to the process for use in one or more reports to management or third parties. The classes of transactions, which are broken down into routine and non-routine transactions and accounting estimates, provide a linkage from the process to the audit procedures.

Risks Which Threaten Objectives	Controls     Linked to Risks
A process’s risks are the risks which may threaten the attainment of the process’s objectives.	Controls are the policies and procedures, which may or may not be put in place, that help provide assurance that the risks are reduced to a level acceptable to meet the process’s objectives.
Critical Success Factors (CSFs)	KPIs Linked to CSFs
Critical success factors (CSFs) are the prerequisites and areas of dependency for a process to be successful. CSFs may be inputs, parallel or supporting activities or aspects of a business’s philosophy or infrastructure necessary to ensure the proper delivery of the process.	Key performance indicators (KPIs) are the quantitative measurements, both financial and non-financial, of the process’s ability to meet its objectives through trend analyses within a company or bench-marking against a peer of the company or its industry. The KPIs listed are not all of the KPIs that exist relative to each process, but rather are examples that the company may or may not measure. While most KPIs can be linked to CSFs, this may not always be the case.

Other Symptoms of Poor Performance	Other symptoms of poor performance represent other evidence which may exist that indicates the process may not be operating to its most effective level. The items listed here should lead to performance improvement opportunities listed below.
Performance Improvement Opportunities	Performance improvement opportunities are areas for performance or process improvement. This improvement may be achieved internally by the customer or through an External Consultant or other
Key issues and considerations for the industry (e.g. Tel-communications industry)	For each core business process, common key issues and considerations specific to the e.g. telecommunications industry have been highlighted to assist audit teams in identifying potential issues that need to be monitored and followed up during the course of their audit. It should be noted that the issues identified are not intended to be an exhaustive list of all telecommunication issues that may exist for that process and audit staff must use their judgement in determining what issues are applicable to their clients.