When starting a project, it's important to first assess the current state of things. Understanding the strengths, weaknesses, opportunities and threats of the current process is crucial in identifying areas for improvement. This is where the 'as is' process comes in.
Once you have a clear picture of the current state, it's time to envision the desired future state. This is the 'to be' process. In this blog post, we'll explore the 'as is' and 'to be' process, its importance for project management and how it can be applied to marketing.
The 'As Is' process
The 'as is' process refers to the current state of a project or process. It involves capturing the existing workflow, procedures and practices. The purpose of the 'as is' process is to identify the current strengths, weaknesses, opportunities and threats. This information is then used to develop a roadmap for improvement.
Conducting an 'as is' analysis involves several steps. First, define the scope of the analysis. What process or project are you analysing and what are its objectives? This can be done through surveys, interviews, observations and data analysis. The information gathered should cover all aspects of the process, from workflow to metrics used to measure success.
Once the information has been gathered, it's time to analyse it. Look for patterns and trends in the data. Identify the strengths and weaknesses of the process. This analysis should be documented and shared with all stakeholders.
Common challenges and pitfalls to avoid in the 'as is' process include limited data availability, a lack of stakeholder engagement and a focus on the symptoms rather than the root causes of problems. To overcome these challenges, it's important to involve all stakeholders in the analysis process, collect as much data as possible and focus on the underlying causes of issues.
The 'To Be' process
The 'to be' process outlines the desired future state of the project or process. It’s a vision of the improved workflow, procedures and practices that would address the weaknesses and take advantage of the identified opportunities. The 'to be' process is developed through brainstorming and collaboration among the project team, stakeholders and subject matter experts.
To develop a 'to be' vision, start by reviewing the analysis conducted in the 'as is' process. Identify the areas for improvement and brainstorm potential solutions. This brainstorming should be collaborative and involve all stakeholders. Once potential solutions have been identified, prioritise them based on their impact and feasibility.
Once the potential solutions have been prioritised, it's time to develop a vision for the future state of the process. This vision should be based on the prioritised solutions and should address the identified weaknesses and take advantage of the identified opportunities. The 'to be' vision should be documented and shared with all stakeholders.
Common challenges and pitfalls to avoid in the 'to be' process include a lack of stakeholder buy-in, a lack of feasibility and a failure to address all identified weaknesses and opportunities. To overcome these challenges, it's important to involve all stakeholders in the development of the 'to be' vision, prioritise solutions based on their impact and feasibility, and ensure that the vision addresses all identified weaknesses and opportunities.
The gap analysis
Once the 'as is' and 'to be' processes have been completed, it's time to conduct a gap analysis.
The gap analysis is an important step in the project management process as it helps identify the specific actions that need to be taken to achieve the desired outcome.
To conduct a gap analysis, start by identifying the gaps between the 'as is' and 'to be' processes. These gaps can be in the form of missing or inadequate processes, technology, resources, or personnel. Once the gaps have been identified, prioritise them based on their impact and feasibility. This prioritisation should involve all stakeholders.
Once the gaps have been prioritised, it's time to develop a roadmap for improvement. The roadmap should outline the specific actions that need to be taken to bridge the gaps. It should include timelines, resource allocation, and metrics for measuring success. The roadmap should be documented and shared with all stakeholders.
Common challenges and pitfalls to avoid in the gap analysis include a lack of alignment between stakeholders, a failure to prioritise gaps and not being specific enough in the roadmap. To overcome these challenges, it's important to involve all stakeholders in the analysis process, prioritise gaps based on their impact and feasibility and develop a specific and actionable roadmap for improvement.
Applying the process to marketing
The 'as is' and 'to be' process can also be applied to marketing. In marketing, the 'as is' process involves assessing the current marketing strategy and tactics. This can include analysing the effectiveness of current campaigns, evaluating the target audience and reviewing the marketing budget. The 'to be' process involves envisioning an improved marketing strategy and tactics that better meet the needs of the target audience and achieve the desired marketing objectives.
For example, let's say a company wants to increase its brand awareness among a new target audience. The 'as is' process would involve analysing the current marketing strategy and tactics to determine what is and isn't working.
This might include analysing website traffic, social media engagement and the results of previous marketing campaigns. The 'to be' process would involve envisioning an improved marketing strategy and tactics that better reach the new target audience, such as through influencer partnerships or targeted digital advertising.
Benefits of using the process in marketing
Using the 'as is' and 'to be' process in marketing has several benefits. First, it helps ensure that the marketing strategy and tactics are aligned with the needs of the target audience and the desired marketing objectives. Second, it helps identify areas for improvement and opportunities for innovation. Third, it helps develop a roadmap for improvement that can be shared with all stakeholders and used to measure success.
An important tool for project management
In conclusion, the 'as is' and 'to be' process is an important tool for project management. It helps assess the current state of a project or process, envision a desired future state and develop a roadmap for improvement. The process can also be applied to marketing, helping ensure that the marketing strategy and tactics are aligned with the needs of the target audience and the desired marketing objectives. By using the 'as is' and 'to be' process, project managers and marketers can identify areas for improvement, bridge gaps, and achieve their desired outcomes.
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