Notes on a 2004 white paper by Dr Michael Rosemann on the business process lifecycle.
Process identification criteria
Profit: difference between revenues and costs. Target cost intensive processes. Can often be customer-facing interfaces.
Problem processes identified by management based on processing time, number of IT applications, increasing customer complaints, dissatisfied employees, etc.
Likelihood of successful process revamp. Quickest, cheapest win.
Hammer and Champy (1994) mentioned:
Dysfunction: which processes are in the deepest trouble?
Importance: which processes have the greatest impact on customers?
Feasibility: which process redesign is most likely to succeed.