Introduction Since at least 1960, systems analysts have faced the task of describing business processes in order to build information systems that improve the performance of the business units in which those processes occur. For these reasons, systems analysts have put considerable effort into developing ways of understanding processes that can translate directly into information system specifications. Part of the systems analysis challenge arises from this mismatch between the knowledge that most organizations have of their internal processes and the kind of knowledge that a computer system needs in order to accomplish useful work. Processes sustain many variations. An order entry process, for example, may work one way for first-time customers, one way for large customers, one way for small customers, one way for former customers, and one way for customers whose purchasing agents are personal friends of your CEO's spouse.
Processes can prove very complex.
An existing business process is not guaranteed to be optimally effective. In other words, they look for ways to use systems to redesign processes. At other times, the system development project itself will suggest specific ways in which to redesign a process. Understanding these issues at more than a superficial level can greatly improve the success of any business design, process design, or system design ideas that you have. Most traditional system design techniques do not arise from perspectives that managers might typically use to describe a business.