{"id":436,"date":"2026-02-25T10:18:00","date_gmt":"2026-02-25T10:18:00","guid":{"rendered":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/"},"modified":"2026-02-25T10:18:00","modified_gmt":"2026-02-25T10:18:00","slug":"bpr-gap-analysis-bridging-old-new","status":"publish","type":"docs","link":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/","title":{"rendered":"Conducting a Gap Analysis: Bridging the Old and the New"},"content":{"rendered":"<p>\u201cWe\u2019ve mapped the old process and the new one \u2014 now what?\u201d That\u2019s the most common question I hear in the early stages of BPR. It\u2019s not a bad question. But it\u2019s often the sign that teams have skipped the most critical step: the real work of comparing those two models to uncover where the actual friction lies.<\/p>\n<p>Too many teams treat the as-is and to-be models as separate documents. But the power lies not in their existence \u2014 it\u2019s in their confrontation. That\u2019s where BPR gap analysis begins.<\/p>\n<p>As someone who\u2019s guided over 60 process re-engineering initiatives across finance, healthcare, and logistics, I\u2019ve learned this: the real transformation happens in the space between what is and what could be. That\u2019s the gap \u2014 and it\u2019s where you\u2019ll find the root of inefficiencies, outdated dependencies, and hidden risks.<\/p>\n<p>In this chapter, you\u2019ll learn how to conduct a rigorous gap analysis that goes beyond surface-level differences. You\u2019ll see how to identify missing tasks, redundant steps, and broken system integrations using structured comparison techniques. And you\u2019ll learn how to visualize and prioritize these gaps in a way that\u2019s actionable for your implementation team.<\/p>\n<h2>Why BPR Gap Analysis Matters<\/h2>\n<p>Without a proper gap analysis, your to-be model becomes a wish list, not a plan.<\/p>\n<p>Even the most elegant redesign fails if it doesn\u2019t account for real-world constraints \u2014 legacy systems that won\u2019t be replaced overnight, teams resistant to change, or critical handoffs that weren\u2019t captured in the as-is model.<\/p>\n<p>BPR gap analysis is your diagnostic tool. It answers: What\u2019s missing? What\u2019s duplicated? What\u2019s broken? And most importantly: What must change before we can implement the new process?<\/p>\n<p>Think of it like a structural inspection of your process blueprint. You don\u2019t just check if the roof is intact \u2014 you look for cracks, weak supports, and signs of water damage. The same applies to workflows.<\/p>\n<h3>The Core of As-Is vs To-Be Comparison<\/h3>\n<p>The as-is model reflects reality \u2014 warts and all. The to-be model reflects vision \u2014 clean, streamlined, efficient. But between them lies a chasm of expectations, assumptions, and unverified changes.<\/p>\n<p>Comparing the two isn\u2019t about spotting differences. It\u2019s about analyzing their impact.<\/p>\n<p>Ask yourself: Does every step in the to-be process have a corresponding trigger or input in the as-is model? Are critical decision points missing? Is there a handoff that no longer exists in the new flow?<\/p>\n<p>These are the red flags a structured gap analysis uncovers.<\/p>\n<h3>Key Areas to Evaluate in Your Gap Analysis<\/h3>\n<p>Not all gaps are created equal. Focus on these four key dimensions when conducting your as-is vs to-be comparison:<\/p>\n<ul>\n<li><strong>Task Gap Identification:<\/strong> Are any steps missing in the to-be model? Are there tasks in the as-is that no longer serve a purpose?<\/li>\n<li><strong>Performance Gap:<\/strong> Are cycle times, error rates, or resource usage still inconsistent with the new design?<\/li>\n<li><strong>System Dependency Gap:<\/strong> Are there systems in the as-is model that no longer align with the to-be flow? Are outdated integrations still in place?<\/li>\n<li><strong>Stakeholder Alignment Gap:<\/strong> Are roles or responsibilities missing? Are key decision-makers or support teams unaccounted for in the new model?<\/li>\n<\/ul>\n<p>Each gap must be evaluated for severity and risk. A missing approval step might be a minor oversight. A missing system integration could derail the entire rollout.<\/p>\n<h2>Practical Methods for Conducting BPR Gap Analysis<\/h2>\n<p>There\u2019s no single way to conduct a gap analysis. But these four proven approaches work across industries and complexity levels.<\/p>\n<h3>1. Side-by-Side Visual Comparison<\/h3>\n<p>Place your as-is and to-be models side by side in your modeling tool. Use color-coding to highlight:<\/p>\n<ul>\n<li><span style=\"color:green;\">Green<\/span>: Items present in both models \u2014 unchanged.<\/li>\n<li><span style=\"color:red;\">Red<\/span>: Items present in as-is but missing in to-be \u2014 potential gap.<\/li>\n<li><span style=\"color:blue;\">Blue<\/span>: Items present in to-be but absent in as-is \u2014 potential innovation.<\/li>\n<li><span style=\"color:orange;\">Orange<\/span>: Items with modified logic or sequence \u2014 requires review.<\/li>\n<\/ul>\n<p>This method is fast and visual. It\u2019s ideal for small to medium processes. For larger workflows, use the next approach.<\/p>\n<h3>2. Matrix-Based Gap Grid<\/h3>\n<p>Create a table that maps every process step in the as-is model against the to-be model. List each step and mark its status:<\/p>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"5\">\n<tbody>\n<tr>\n<th>As-Is Step<\/th>\n<th>To-Be Step<\/th>\n<th>Gap Status<\/th>\n<th>Notes<\/th>\n<\/tr>\n<tr>\n<td>Submit invoice<\/td>\n<td>Auto-generate invoice<\/td>\n<td>Red (missing in to-be)<\/td>\n<td>Auto-generation requires new system integration<\/td>\n<\/tr>\n<tr>\n<td>Approve by finance<\/td>\n<td>Approve by system<\/td>\n<td>Orange (logic changed)<\/td>\n<td>Approval now automated; manual override needed<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Use this to track gaps by type, urgency, and responsible team. It\u2019s especially useful when presenting findings to leadership or cross-functional teams.<\/p>\n<h3>3. Decision Table Modeling for Complex Logic<\/h3>\n<p>When your process involves conditional decisions (e.g., \u201cIf invoice amount &gt; $10k, require dual approval\u201d), use a decision table to compare logic between models.<\/p>\n<p>Here\u2019s a real-world example from a finance team I worked with:<\/p>\n<table border=\"1\" cellspacing=\"0\" cellpadding=\"5\">\n<tbody>\n<tr>\n<th>Condition<\/th>\n<th>As-Is Action<\/th>\n<th>To-Be Action<\/th>\n<th>Gap?<\/th>\n<\/tr>\n<tr>\n<td>Amount \u2264 $5k<\/td>\n<td>Single approval<\/td>\n<td>Single approval<\/td>\n<td>No<\/td>\n<\/tr>\n<tr>\n<td>$5k &lt; Amount \u2264 $10k<\/td>\n<td>Double approval<\/td>\n<td>Single approval<\/td>\n<td>Yes \u2014 risks oversight<\/td>\n<\/tr>\n<tr>\n<td>Amount &gt; $10k<\/td>\n<td>Double approval<\/td>\n<td>Auto-escalate to CFO<\/td>\n<td>Yes \u2014 logic change not fully validated<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>This exposed a major risk: the new model reduced oversight for mid-tier invoices. We added a conditional review step to mitigate it.<\/p>\n<h3>4. Stakeholder Impact Mapping<\/h3>\n<p>Not all gaps are procedural. Some are human. Map how each gap affects stakeholders:<\/p>\n<ul>\n<li><strong>Who will be affected?<\/strong> Is it a new role? A changed workload?<\/li>\n<li><strong>What\u2019s the impact?<\/strong> Increased workload? Loss of control? New skill requirement?<\/li>\n<li><strong>How can it be mitigated?<\/strong> Training? Temporary support? Role clarification?<\/li>\n<\/ul>\n<p>Example: In a hospital BPR project, the to-be model removed the nurse\u2019s manual chart update step. But the gap analysis revealed that nurses would lose visibility into patient status changes. We added a dashboard notification feature instead.<\/p>\n<h2>Turning Gaps into Actionable Items<\/h2>\n<p>Identifying a gap is only half the battle. The real work is turning it into a project task.<\/p>\n<p>Use this simple framework to convert each gap into a project item:<\/p>\n<ol>\n<li><strong>Describe the gap:<\/strong> \u201cThe to-be model lacks a step for system validation after data migration.\u201d<\/li>\n<li><strong>Assign severity:<\/strong> High (could break process upon rollout).<\/li>\n<li><strong>Define the fix:<\/strong> Add a validation step in the to-be model.<\/li>\n<li><strong>Assign ownership:<\/strong> IT team lead, process owner.<\/li>\n<li><strong>Set deadline:<\/strong> 10 days before pilot.<\/li>\n<\/ol>\n<p>Integrate this into your Work Breakdown Structure (WBS) \u2014 the next step in your BPR journey.<\/p>\n<h2>Common Pitfalls in Gap Analysis<\/h2>\n<p>Even experienced teams make these mistakes. Avoid them:<\/p>\n<ul>\n<li><strong>Overlooking implicit dependencies:<\/strong> Not every handoff is explicit. A decision might rely on a report that no longer exists.<\/li>\n<li><strong>Assuming change is only procedural:<\/strong> People, roles, and systems often need change too.<\/li>\n<li><strong>Ignoring the \u2018why\u2019 behind changes:<\/strong> Why was a step removed? Was it truly inefficient, or was it a shortcut to avoid a bottleneck?<\/li>\n<li><strong>Treating gaps as problems to fix, not opportunities to optimize:<\/strong> Some gaps reveal better ways to design the process \u2014 not just fix the old one.<\/li>\n<\/ul>\n<p>Remember: The goal isn\u2019t to eliminate every difference. It\u2019s to understand them \u2014 and decide which ones are acceptable.<\/p>\n<h2>Frequently Asked Questions<\/h2>\n<h3>How do I handle gaps that require system changes not in scope?<\/h3>\n<p>If a gap points to a system upgrade or integration beyond the current project scope, flag it as a dependency. Document it clearly and escalate to IT leadership. Include it in the roadmap, but don\u2019t let it block the to-be model.<\/p>\n<h3>Should I conduct gap analysis before or after finalizing the to-be model?<\/h3>\n<p>Always conduct it after the to-be model is stable. But don\u2019t wait until the end. Run preliminary comparisons during design to catch issues early.<\/p>\n<h3>What if the as-is and to-be models are very different?<\/h3>\n<p>That\u2019s expected. The entire point of BPR is to disrupt old patterns. But use the gap analysis to ensure the new design isn\u2019t just \u201cdifferent\u201d \u2014 it\u2019s better. Ask: Does it reduce risk? Improve speed? Increase accuracy?<\/p>\n<h3>How do I prioritize which gap to fix first?<\/h3>\n<p>Use a risk-impact matrix. Score each gap on two axes: business impact (high, medium, low) and implementation difficulty. High impact + low difficulty = top priority.<\/p>\n<h3>Can I skip gap analysis if the to-be model is simple?<\/h3>\n<p>No. Even simple processes hide complexity. A small gap in a high-volume workflow can cause massive delays. Always validate \u2014 never assume.<\/p>\n<h2>Summary<\/h2>\n<p>Conducting a BPR gap analysis isn\u2019t an afterthought. It\u2019s the bridge between vision and execution.<\/p>\n<p>By systematically comparing the as-is and to-be models, you uncover hidden risks, redundant steps, and system dependencies that could derail your initiative.<\/p>\n<p>Use visual comparison, decision tables, and stakeholder mapping to turn every gap into a clear, actionable task.<\/p>\n<p>Remember: Efficiency isn\u2019t just about design. It\u2019s about knowing where your process truly stands \u2014 and having the courage to fix it.<\/p>\n<p>Now you\u2019re ready to move into the next stage: turning these insights into a real project plan. The work has only just begun.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u201cWe\u2019ve mapped the old process and the new one \u2014 now what?\u201d That\u2019s the most common question I hear in the early stages of BPR. It\u2019s not a bad question. But it\u2019s often the sign that teams have skipped the most critical step: the real work of comparing those two models to uncover where the [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":432,"menu_order":3,"template":"","meta":{"_acf_changed":false,"inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"doc_tag":[],"class_list":["post-436","docs","type-docs","status-publish","hentry"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.2 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>BPR Gap Analysis: Bridging As-Is and To-Be<\/title>\n<meta name=\"description\" content=\"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/\" \/>\n<meta property=\"og:locale\" content=\"de_DE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"BPR Gap Analysis: Bridging As-Is and To-Be\" \/>\n<meta property=\"og:description\" content=\"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/\" \/>\n<meta property=\"og:site_name\" content=\"Visual Paradigm Skills Deutsch\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Gesch\u00e4tzte Lesezeit\" \/>\n\t<meta name=\"twitter:data1\" content=\"7\u00a0Minuten\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/\",\"url\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/\",\"name\":\"BPR Gap Analysis: Bridging As-Is and To-Be\",\"isPartOf\":{\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#website\"},\"datePublished\":\"2026-02-25T10:18:00+00:00\",\"description\":\"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.\",\"breadcrumb\":{\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/#breadcrumb\"},\"inLanguage\":\"de\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\/\/skills.visual-paradigm.com\/de\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Business Process Re-Engineering Explained\",\"item\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"The BPR Journey Step by Step (Using Visual Paradigm Canvas)\",\"item\":\"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/\"},{\"@type\":\"ListItem\",\"position\":4,\"name\":\"Conducting a Gap Analysis: Bridging the Old and the New\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#website\",\"url\":\"https:\/\/skills.visual-paradigm.com\/de\/\",\"name\":\"Visual Paradigm Skills Deutsch\",\"description\":\"\",\"publisher\":{\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\/\/skills.visual-paradigm.com\/de\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"de\"},{\"@type\":\"Organization\",\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#organization\",\"name\":\"Visual Paradigm Skills Deutsch\",\"url\":\"https:\/\/skills.visual-paradigm.com\/de\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"de\",\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#\/schema\/logo\/image\/\",\"url\":\"https:\/\/skills.visual-paradigm.com\/de\/wp-content\/uploads\/sites\/4\/2026\/02\/favicon.svg\",\"contentUrl\":\"https:\/\/skills.visual-paradigm.com\/de\/wp-content\/uploads\/sites\/4\/2026\/02\/favicon.svg\",\"width\":70,\"height\":70,\"caption\":\"Visual Paradigm Skills Deutsch\"},\"image\":{\"@id\":\"https:\/\/skills.visual-paradigm.com\/de\/#\/schema\/logo\/image\/\"}}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"BPR Gap Analysis: Bridging As-Is and To-Be","description":"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/","og_locale":"de_DE","og_type":"article","og_title":"BPR Gap Analysis: Bridging As-Is and To-Be","og_description":"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.","og_url":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/","og_site_name":"Visual Paradigm Skills Deutsch","twitter_card":"summary_large_image","twitter_misc":{"Gesch\u00e4tzte Lesezeit":"7\u00a0Minuten"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/","url":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/","name":"BPR Gap Analysis: Bridging As-Is and To-Be","isPartOf":{"@id":"https:\/\/skills.visual-paradigm.com\/de\/#website"},"datePublished":"2026-02-25T10:18:00+00:00","description":"Master BPR gap analysis to identify performance, task, and system gaps in as-is vs to-be process models. Use Visual Paradigm to visualize and resolve inefficiencies.","breadcrumb":{"@id":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/#breadcrumb"},"inLanguage":"de","potentialAction":[{"@type":"ReadAction","target":["https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/bpr-gap-analysis-bridging-old-new\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/skills.visual-paradigm.com\/de\/"},{"@type":"ListItem","position":2,"name":"Business Process Re-Engineering Explained","item":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/"},{"@type":"ListItem","position":3,"name":"The BPR Journey Step by Step (Using Visual Paradigm Canvas)","item":"https:\/\/skills.visual-paradigm.com\/de\/docs\/business-process-re-engineering-explained\/bpr-process-steps\/"},{"@type":"ListItem","position":4,"name":"Conducting a Gap Analysis: Bridging the Old and the New"}]},{"@type":"WebSite","@id":"https:\/\/skills.visual-paradigm.com\/de\/#website","url":"https:\/\/skills.visual-paradigm.com\/de\/","name":"Visual Paradigm Skills Deutsch","description":"","publisher":{"@id":"https:\/\/skills.visual-paradigm.com\/de\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/skills.visual-paradigm.com\/de\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"de"},{"@type":"Organization","@id":"https:\/\/skills.visual-paradigm.com\/de\/#organization","name":"Visual Paradigm Skills Deutsch","url":"https:\/\/skills.visual-paradigm.com\/de\/","logo":{"@type":"ImageObject","inLanguage":"de","@id":"https:\/\/skills.visual-paradigm.com\/de\/#\/schema\/logo\/image\/","url":"https:\/\/skills.visual-paradigm.com\/de\/wp-content\/uploads\/sites\/4\/2026\/02\/favicon.svg","contentUrl":"https:\/\/skills.visual-paradigm.com\/de\/wp-content\/uploads\/sites\/4\/2026\/02\/favicon.svg","width":70,"height":70,"caption":"Visual Paradigm Skills Deutsch"},"image":{"@id":"https:\/\/skills.visual-paradigm.com\/de\/#\/schema\/logo\/image\/"}}]}},"_links":{"self":[{"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/docs\/436","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/docs"}],"about":[{"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/types\/docs"}],"author":[{"embeddable":true,"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":0,"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/docs\/436\/revisions"}],"up":[{"embeddable":true,"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/docs\/432"}],"wp:attachment":[{"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/media?parent=436"}],"wp:term":[{"taxonomy":"doc_tag","embeddable":true,"href":"https:\/\/skills.visual-paradigm.com\/de\/wp-json\/wp\/v2\/doc_tag?post=436"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}