Process Identification
This domain tests how an organization decides which processes to manage and improve, and how it scopes and charters a process initiative before detailed modelling begins.
Purpose and inputs
Process identification determines which processes an organization should manage and improve. It produces a process portfolio and a process landscape, not detailed BPMN models. Inputs include strategy, customer journeys, pain points, regulatory requirements and performance data. Use criteria such as customer impact, strategic alignment, revenue or cost contribution, risk, frequency, and feasibility (effort, data availability, sponsorship). A common matrix plots impact against effort.
Techniques
SIPOC (suppliers, inputs, process, outputs, customers) scopes a process at a high level. Stakeholder analysis identifies process owners, participants, customers and governance. Value-chain analysis separates core from support processes. Process selection should assign an owner and a charter before modelling begins.
Worked example
A bank receives complaints about loan approvals. Identification lists candidate processes: loan origination, credit assessment, collateral registration and collections. The team scores each on customer impact, strategic fit and feasibility. Loan origination scores highest because it affects revenue and complaint volume; collateral registration is a support process with low customer visibility. The output is a project charter with scope boundaries, owner and success measures.
Traps
Do not list departments or IT systems as processes. Do not skip support processes that constrain core performance. Selecting a process only because a tool is available is a classic error. Identification differs from discovery: identification decides what to examine; discovery builds the as-is model. Also avoid scope so broad that no measurable outcome is possible.