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Business Case: Business Process Documentation & Optimisation

Client Background

A mid-sized IT Managed Services Provider (MSP) was struggling with operational inefficiencies across departments. Rapid growth led to inconsistent processes, undocumented workflows, and a lack of clarity in staff handovers. The client’s leadership team identified that duplicated efforts, missed SLAs, and inconsistent client experiences were resulting in revenue leakage and client dissatisfaction.

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Problem Statement

The MSP had no standardised process documentation.

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  1. New employees relied on verbal instructions, leading to errors and rework.

  2. Process variations between teams caused confusion and bottlenecks.

  3. Existing SOPs were outdated and inconsistent with current tools (e.g., JIRA, ServiceNow).

  4. Leadership lacked visibility into process performance, making optimization difficult.

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These challenges reduced efficiency, increased operational costs, and slowed down service delivery.

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Objectives

The project aimed to:​

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  1. Map and document current “as-is” business processes.

  2. Identify inefficiencies and duplication across workflows.

  3. Design optimised “to-be” processes aligned with business goals.

  4. Develop a centralised, version-controlled process library accessible to all teams.

  5. Create clear SOPs and process visuals to support onboarding, automation, and audits.

 

Approach & Methodology

​Our team applied a structured Business Analysis and Process Improvement approach:

 

1. Discovery & Stakeholder Analysis

  • Conducted interviews with key stakeholders (Service Desk, Projects, Sales, Finance).

  • Analysed system logs, reports, and performance metrics.

  • Identified critical pain points in client onboarding and ticket resolution processes.

 

2. Process Mapping (“As-Is”)

  • Created detailed BPMN 2.0 diagrams in Lucid chart for all major workflows.

  • Captured roles, systems, decision points, and dependencies.

  • Validated each process map with process owners.

 

3. Gap Analysis & Optimisation (“To-Be”)

  • Identified automation opportunities in client onboarding and reporting.

  • Eliminated redundant approval steps.

  • Introduced a standardised service request triage system.

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4. Documentation & Governance

  • Developed SOPs for each process (documented in Confluence).

  • Implemented version control and change approval process for ongoing updates.

  • Delivered training sessions to ensure adoption.

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Solution

The final deliverables included:

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  • 25 process maps (BPMN format)

  • 15 detailed SOPs (Word/Confluence format)

  • “Process Library” SharePoint site with categorisation by department

  •  Recommended KPIs and RACI matrices

  • Process Governance Framework for continuous improvement

 

Results & Impact

  1. 30% reduction in ticket resolution time within 3 months.

  2. 25% faster onboarding for new employees.

  3. Improved compliance and audit readiness due to clear process ownership.

  4. Increased stakeholder confidence and visibility into operations.

  5. Process documentation now used as a foundation for automation initiatives.

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