As-is analysis explained simply: The current state of project management

Conducting a successful as-is analysis involves several methodological steps that should be approached conscientiously and in a structured manner. The first step is setting clear objectives and preparation. This includes defining the analysis goals and requirements, as well as identifying and involving all relevant stakeholders. Detailed planning helps to ensure that all important aspects of the current situation are taken into account.

After setting the objectives, the next step is to collect data systematically. This involves gathering relevant information from various sources, such as documents, interviews, observations, etc. The data should be collected methodically to create a solid basis for the analysis. A structured questionnaire or standardized data collection sheets can be helpful here.

The collected data is then analyzed to determine the actual processes. Here, the current process flows are described in detail, and existing structures and working methods are documented and analyzed. Weak points and inefficient areas can thus be identified and named. In addition to the process analysis, the consideration of the resources used and the existing technologies also plays an important role.

Documenting the current state is another important step. The use of process modeling tools such as flowcharts or BPMN (Business Process Model and Notation) helps to visually display the current processes and structures, making them easier to understand. These visualizations facilitate communication of the insights gained within the organization.

Finally, the documented as-is state is reviewed and adjusted if necessary. It is advisable to go through this phase together with the responsible employees to ensure that the analysis results are valid and comprehensive. Through iterative feedback loops and regular coordination rounds, the analysis result can be continuously improved and refined.

If these steps are carefully executed, an as-is analysis can not only provide valuable insights into the current state, but also serve as a strong basis for future optimizations and strategic decisions.

Objective and preparation

The success of an as-is analysis begins with clear and precise objectives and thorough preparation. To start, the overarching goal of the analysis should be defined. This could be, for example, optimizing existing processes, eliminating bottlenecks, improving efficiency or preparing for a new system implementation.

Preparation also includes identifying and involving all relevant stakeholders. Stakeholders are those individuals or groups who are affected by the analysis or who can contribute to the quality and completeness of the survey through their expertise. Their needs and expectations should be identified at an early stage so that the analysis can be tailored to them.

Another important aspect of the preparation is to define the scope and range of the as-is analysis. This involves determining which processes, systems or organizational units are to be examined. This prevents the analysis from spreading to too many areas and adding unintentional complexity.

Finally, the methodological approaches and tools for data collection and analysis should be defined. Proven methods include interviews, workshops, observations and the analysis of existing documentation. The use of process modeling tools should also be planned to ensure a consistent and clear representation of the current state.

Thorough preparation and clear objectives ensure that the as-is analysis is carried out in a structured and targeted manner. They form the basis for a data-driven and traceable analysis of the current state, which in turn serves as a foundation for operational improvements and strategic decisions.

Collecting and analyzing data

Collecting and analyzing data are central activities in an as-is analysis. This step is the core of the entire analysis process, as it is where the necessary information is collected and evaluated to create a precise picture of the current situation. The success of this step depends largely on a systematic and methodical approach.

When starting to collect data, it is important to identify all relevant sources. These may include internal documents, process records, system data, and insights from interviews and workshops. The selection of sources should be aligned with the specific analysis objectives and the scope of the investigation.

Structured interviews with employees and stakeholders are an effective method of data collection. Through targeted questions, insights into daily work processes, challenges and optimization opportunities can be gained. Workshops also provide a useful platform for sharing knowledge and developing a common view of the current situation.

Observation of existing processes and workflows is another valuable source. Through direct observation, discrepancies between the theoretical description of processes and their practical implementation can be identified. This method is particularly useful for capturing behavioral patterns and informal processes that are not always visible in formal documents.

After the data collection, the analysis phase follows, in which the collected data is categorized, evaluated and interpreted. Various analysis tools and techniques are used to process the data and make it understandable. As mentioned above, process modeling tools, etc. help with the visual representation of the as-is processes and facilitate the identification of weak points and bottlenecks.

A well-structured data analysis process ensures that no important details are overlooked and that the insights gained provide a solid foundation for the subsequent documentation and optimization of the current state. The combination of different methods and tools helps to create an accurate picture of the current situation. This provides the basis for informed decision-making.

Identifying the actual processes

Identifying the actual processes is an important step in the analysis of the actual situation. It serves to capture the current processes and structures within an organization or project in detail. This step forms an essential basis for the subsequent analysis phases and must therefore be carried out with particular care.

First, it is important to gain an overview of all relevant processes. This is done by collecting information from various sources such as internal documentation, process descriptions, instructions and technical systems. Furthermore, interviews and workshops with the affected employees and stakeholders are helpful to gain a good understanding of the day-to-day workflows and challenges.

Once all relevant information has been collected, the actual processes must be systematically described. This includes a detailed description of the individual steps, the resources involved, the responsibilities and the technologies used. It is important to consider both the official and the unofficial or informal procedures. Often, actual working methods differ from the documented processes, and these discrepancies can provide valuable information on potential areas for improvement.

Various modeling tools can be used to clarify and better understand the actual processes (see also above). Visual representations make it easier to grasp the complexity of the processes and to communicate them to third parties. They also make it easy to identify bottlenecks, redundancies and inefficiencies.

By accurately identifying the actual processes, a corresponding picture of the current state is obtained. This is the basis for identifying weaknesses and developing targeted optimization measures. Furthermore, it enables a well-founded decision to be made about which changes and improvements are necessary to implement more efficient and effective workflows. Capturing and documenting the as-is processes ensures that the organization is well equipped to address future challenges and implement continuous improvements.

Documentation of the current state

The documentation of the current state is also an important part of the as-is analysis and forms the basis for all further steps in project management. Accurate and comprehensive documentation ensures that all relevant information about the current state of processes, systems and operations is recorded and presented in a comprehensible way.

At the beginning of the documentation phase, all collected data and information is systematically processed. It is important to consider both quantitative and qualitative data. A structured presentation helps to reduce the complexity of the information and make it comprehensible. Frequently used methods for documentation are process models, flowcharts, text and table formats.

Process modeling with the tools mentioned above enables a visual representation of the actual processes. These graphical representations not only help to present the processes clearly and understandably, but also to identify potential weaknesses and bottlenecks. They also facilitate the communication of the analysis results within the organization and contribute to a common understanding.

In addition to the process description, all relevant key figures and performance indicators should be recorded that provide information about the efficiency and effectiveness of the current processes. This includes, for example, throughput times, error rates and resource utilization. The use of key figures enables an objective evaluation and comparability of the actual processes.

Once the documentation is complete, it should be reviewed by the relevant stakeholders. This validation phase ensures that the documented information is accurate and complete and that all relevant aspects of the current state have been captured. Regular feedback rounds and iterative revisions help to increase the quality and informative value of the documentation.

Careful documentation of the current state is the basis for identifying optimization measures and preparing the target analysis. It is essential for the sound planning and implementation of improvement projects and contributes significantly to long-term success and increased efficiency within the organization.

Review and adjustment

Checking and adjusting the actual state is an important step in the actual state analysis. This phase begins with a thorough validation of the collected and documented data by the relevant stakeholders. Together, they check whether all important information has been recorded and whether the representation of the actual state corresponds to reality.

During the validation phase, it is important to conduct regular feedback rounds. The documented current state is presented and discussed in order to identify and resolve possible discrepancies. Employees who work with the analyzed processes on a daily basis can provide valuable insights and additional information that may have been overlooked during the initial data collection. These iterative feedback loops ensure that the documentation of the current state is continuously improved and refined.

If the review reveals the need for adjustments, these should be systematically incorporated into the documentation. This includes both minor corrections and major adjustments, for example, if new information contradicts the original analysis results. Transparency is of the essence here: every adjustment should be clearly documented and made comprehensible to ensure that all parties involved share the same level of information.

The final validation can be supplemented by formal acceptance protocols or release processes to officially confirm the reviewed and adjusted documentation. This formalized release ensures that the documented as-is processes are accepted as a reliable basis for all further analysis steps and optimization measures.

Beyond the initial review, the documentation of the as-is state should be regularly updated to reflect changes in processes and procedures. Continuous improvement and adaptation ensures that the organization always has up-to-date and relevant information to serve as a basis for strategic decisions.

Carefully reviewing and adapting the as-is processes can not only increase the accuracy and reliability of the analysis, but also create a solid basis for future improvement measures and strategic planning. The iterative process contributes to a better quality of the as-is analysis and to a sound decision-making basis in project management.

To ensure that an as-is analysis in project management is effective, certain best practices should be followed. One of the most important best practices is to involve relevant stakeholders from the outset. Stakeholders not only bring valuable insights and expertise, but their involvement also increases the acceptance of the results and the resulting measures.

Regular communication and obtaining feedback throughout the analysis process are essential. This creates transparency and ensures that everyone involved is on the same page. An open dialog also helps to identify discrepancies at an early stage and avoid misunderstandings.

Flexibility and adaptability are of great importance for a successful analysis of the current situation. In practice, new findings often emerge or unforeseen obstacles arise. The analysis process should therefore be designed in such a way that adjustments and iterations are easily possible.

A continuous improvement process ( CIP) should also be established. It is not enough to carry out the as-is analysis once and then complete it. Rather, regular reviews and updates should be carried out. This is the only way to ensure that the data collected and the measures derived from it are always up-to-date and relevant. This promotes a culture of continuous improvement and supports long-term success.

To summarize: Best practices such as involving the right stakeholders, regular communication and feedback, flexibility in the approach and a continuous improvement process are important factors for a successful as-is analysis. After the as-is analysis is before the as-is analysis.

Involvement of relevant stakeholders

Stakeholders are persons or groups who have a legitimate interest in the outcome of the analysis, be it due to their position, their expertise or the fact that they are affected by the processes to be analyzed. Their involvement ensures that the as-is analysis is based on a broad, realistic and well-founded input.

It is important to carry out a stakeholder analysis at the start of an as-is analysis project. This involves identifying all players who are either directly affected by the processes or who can contribute valuable information and perspectives. These can be internal, such as employees and management, or external, such as suppliers and customers.

Stakeholders should be actively involved both during the information gathering and the analysis phase. This is done through regular workshops, interviews and feedback rounds. Open communication makes it possible to identify the needs and expectations of stakeholders at an early stage and thus carry out the as-is analysis in a targeted and effective manner. Thanks to their daily experience with the processes, stakeholders can provide valuable insights that may not be apparent in the formal documents.

The active involvement of stakeholders increases acceptance and support for the results of the as-is analysis and the optimization measures derived from it. If stakeholders can understand the process and the findings, the willingness to implement the recommended improvements increases. This is the basis for more successful project implementation.

A key tool for structured stakeholder involvement is the stakeholder communication plan. This plan defines who is informed about which topics and when, and in which areas feedback is obtained. Continuous and transparent communication helps to build trust and keep stakeholders motivated throughout the entire process.

Involving relevant stakeholders is therefore not only a methodological necessity, but also a strategic decision to ensure the relevance, accuracy and feasibility of the as-is analysis.

Regular communication and feedback

A good communication concept includes regular meetings and updates in which the interim results of the analysis are presented and discussed. These meetings provide a platform to clarify questions, exchange new information and ensure that the interests and expectations of stakeholders are taken into account. A structured communication plan helps to manage the flow of information and involve stakeholders in a targeted manner.

Feedback loops are also important for success. By regularly obtaining feedback, discrepancies can be detected and addressed at an early stage. This enables iterative adjustment of the analysis process and helps to improve the quality of the results. Those involved should be encouraged to communicate their observations and suggestions for improvement openly.

Feedback from employees who are directly involved in the processes to be analyzed plays a special role. Their practical experience and insights are valuable resources for mapping the reality of work processes and uncovering hidden problems or potential for improvement. Workshops and focus groups are useful tools for gathering comprehensive feedback.

The communication process should be designed to be flexible and adaptable. In dynamic project environments, requirements and framework conditions can change quickly, which is why a flexible response to new developments is important. By making adjustments based on regular feedback, the as-is analysis remains relevant and goal-oriented.

Regular communication and feedback therefore not only promote quality, but also strengthen the commitment and acceptance of stakeholders. They form the basis for successful project implementation and the sustainable optimization of processes and structures within the organization.

Flexibility and adaptability

During the analysis process, unexpected challenges or new findings may arise that require the original approach to be adapted. A rigid methodology would quickly reach its limits in such cases, so it is important to make the analysis process dynamic and responsive.

Flexibility is the willingness to revise the plan and methodology of the as-is analysis when necessary. For example, initial data collection methods may not deliver the expected results or new information may emerge during the course of the project that needs to be taken into account. Such changes need to be integrated quickly in order to refocus on the actual project.

Adaptability is also reflected in the way in which stakeholder feedback is processed. Feedback from regular feedback rounds can point to unforeseen problems or potential for improvement that were not taken into account in the initial planning. An iterative approach ensures that the as-is analysis is always up to date and covers relevant aspects.

Another element of adaptability is the consideration of technological and methodological innovations. New technologies and analysis tools can possibly capture the current status more precisely and efficiently.

Flexibility is also relevant in different organizational contexts and under different framework conditions. Every organization has its own specific characteristics and challenges. Tailor-made approaches can ensure that the results of the as-is analysis are practicable and implementable.

Continuous improvement

Continuous improvement is a fundamental principle within as-is analysis that aims to constantly optimize processes and structures. This approach ensures that an organization is not satisfied with one-off improvements, but is constantly looking for ways to make its processes more efficient and effective.

A central element of continuous improvement is the PDCA cycle (Plan-Do-Check-Act), also known as the Deming circle. This cycle promotes a methodical approach to problem solving and process improvement. Goals and measures are defined in the plan phase and implemented in the do phase. The results are reviewed in the Check phase and adjustments are made in the Act phase in order to standardize and further optimize the improvements.

Another important aspect of continuous improvement is the involvement of employees. Their daily experiences and perspectives are invaluable in developing practicable and realistic improvement measures.

It is also helpful to define key performance indicators (KPIs) that make the success of continuous improvement measurable. By regularly monitoring these KPIs, progress can be objectively assessed and readjusted if necessary. In this way, you can ensure that the targets set are achieved. This strengthens the database for the next as-is analysis and closes the continuous improvement cycle.