For whom the bell tolls?

The service is aimed for the organizations and companies which are aiming at improving their business processes – reduce the costs, time or deliver more tasks with the same amount of resources. The key element of this approach which gets improved is the time devoted by Employees to actual core activities. As an outcome the processes get shortened and as a consequence the company can deliver the same results with fewer employees or more tasks can be performed by Employees. This is the critical aspect of this service needed especially today.


The improvements can be observed both in the areas of long-term solutions (such as implementation of new systems or applications) but also which is more required, immediately realized benefits such as reduction of double work, simple macros, or templates improvement which reduce the number of mistakes or unnecessary information. As a result of the service the redundant tasks and actions are removed from the daily duties of the employees who are enabled to deliver the core tasks faster and better as well as pick up new ones. This also impacts the overall satisfaction of the employees as well as the brings the expected reductions in the area of time or costs (in the timespan form 1-3 months).

How does it work?

The service is a set of interlinked components which are designed to prepare useful and efficient recommendations of the business processes and their maintenance. As per the request from the Client the service can be trimmed and adjusted to the specific business needs and objectives.


On the top of that what makes us unique and better form other services is the measurement of the business processes which is critical component of the analysis and then formulation of recommendations. The measurement is the basis for the answers to the questions often asked by our Clients – How much time do my Employees spend on this task? How much time is devoted to non-core activities? Whit is the time necessary to deliver administrative tasks? Only by having all the information and answers we provide reliable business solutions and recommendations.


Nova Praxis is constantly setting up the standards in the area of business processes measurement. We were the first company to set up the business and we continuously improve our service.

Detailed scope of the service

Step 1

Identification of the processes and preparation of the measurement

This stage is devoted entirely to the process register creation and definition that is describing the given area in the company. Furthermore, we also create a list of tasks and activities specific for a given job position as well as identify potential problems and issues. Both deliverables are developed with the participation of the Employees during workshop meetings.


More than 15 years of experience as well as the internal methodology developed and improved over the years (Total Activities Management) enables us to prepare the measurement in such a way that our consultants can identify all the unnecessary and cost inefficient tasks.


Before the measurement starts, we configure the tools and all the employees in scope of the measurement are trained on the rules and how to use the tools which ensures we have the detailed and correct data. This is the guarantee of the quality we always mind to deliver.

Stage 2

Measurement of the processes

Reporting is carried out through a dedicated IT system (made available as part of the project), supervising time recording, task assignment and task settlement.

In a typical approach (measurement of office processes) time reporting is carried out by all employees in the departments covered by the project – the idea behind our methodology is working on a large ‘data sample’ and as such in a typical project we cover >100 people. To provide a reliable picture of employee activity, the measurement usually takes 2 months. Such a long duration is forced by the specific nature of office work, where the tasks often have to be performed in a specific time of the month (e.g., the sales department issues invoices mainly at the end of the month, while the HR department calculates payments by the 10th of the next month).

It should be pointed out that thanks to the method adopted, the measurement results provide a large dataset related to the carried-out activities (usually several tens of thousands of records) – this allows for the analysis of general costs of the process, but also to gain insight into specific activities of each individual employee during the day. The employees can report time only once at the end of the day (or the beginning of the next day) or register it regularly throughout the day.

Stage 3

Mapping AS IS and the analysis of the processes

Stage 3 usually takes place during the measurement. Our consultants are conducting the analytical interviews according to the GEMBA approach (taken form LEAN Management).

Our consultants analyze the processes together with the Employees at their desks and work environment as they work on a daily basis. It is rather time-consuming activity, but our methodology assumes that is the only way to understand the processes. As the outcome of the meeting the processes are mapped as well with the special focus, apart from the graphical representation, to the descriptive part of the overall exercise. Furthermore, the quantitative data is collected such as: the number of the documents used in the process, the number of issues and mistakes, or the frequency and necessity of the workaround solutions. Once all the meetings are concluded the processes are modelled in the professional mapping tools. While mapping the processes we use the most common BPMN notation and approach to ensure the proper understanding of the maps and their quality.

The maps are being approved by the Client Employees who were interviewed previously. Then we hand over the documentation, train the Clients Employees how to properly read and update (if necessary) the maps so that we are sure that we have the right processes with the right flows.

Stage 4

Recommendations report

This is the key stage of the entire project. It is based on the data and information collected by our consultants and only can start once all the previous are completed. The recommendations depending on the specifics of the projects are sometimes finalized together with the Client Employees in the Problem-Solving workshops to ensure we address the problem in the best possible way. The final report consists of the recommendations part and the data set, both presented to the senior management of the company. The recommendations can be divided according to importance, time needs to implement, the benefits they are bringing, or the effort needed to introduce.

Stage 5

Mapping TO BE processes

On the basis of the approved AS IS process maps as well as selected and approved recommendations Nova Praxis can prepare also TO BE versions of the processes that contain the recommended solutions. The mapping of the processes is done in the sequence of the recommendations to be introduced and their priorities. However, it may also be the case that the processes will need to be revisited after some time to ensure they are matching all the requirements and ways of working haven’t changed since the implementation. TO BE maps are also handed over in the same format as AS IS ones. Furthermore, there is an option that Nova Praxis will also help to build and implement the interactive tool to manage the database of the processes. It is very useful tool to manage the processes and improve them further.

GOLD PLATE prize in the category of QI SERVICES

Board of the Assessors have unanimously decided to grant the Gold Plate to Nova Praxis in the category of QI SERVICES for the best quality services called: Analysis, measurement and optimization of the business processes.

Board of Assessors is under the auspices of:

  • Polish Agency for Enterprise Development
  • The Polish Committee for Standardization
  • Department of Quality Management

The project products

Clients obtain always clearly defined set of products and deliverables:

  • Processes register
  • Documentation of the AS IS processes (diagrams, descriptions, owners, input/output data)
  • Catalogue of the process documents (option)
  • System utilization analysis (option)
  • Activities maps for the specified job positions
  • Issues, problems, barriers report
  • Measurement report (+data)
  • Recommendations report
  • Documentation of the TO BE processes
  • RACI matrix for TO BE processes (option)
  • Implementation plan of the improvements (option)

The scope and the final version of the documents and services can differ depending on the project – the exact scope of the project is always defined separately for each Client needs and described in the offer and contract before the project starts.