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Process identification, modelling and development

A process is:

  • Process is a defined set of activities or behaviours performed by humans or machines to achieve one or more goal.
  • Triggered by specific events and have one or more outcome that may result in the termination of the process or a handoff to another process.
  • Composed of a collection of interrelated tasks or activities which solve a particular issue.
  • End-to-end work which delivers value to customers – end-to-end involves crossing any functional boundaries.

A business process is:

  • a set of activities & tasks performed by resources
  • using a variety of information
  • interacting in a various ways
  • guided by business policies and principles
  • to bring out a desired result

A business process is a collection of business activities that are comprised of a set of business tasks, that create business events, that are performed on a routine basis for a defined purpose and result.

Good processes don’t make winners, but winners make good processes.

What do process-focused organizations do?

  • Place considerable focus on linking processes between individual functions for end-to-end process coverage.
  • Ensure everyone is able to more efficiently utilize resources.
  • Provide a common language across departments.
  • Provide lessons learned supported by reliable data that can be applied to other processes and improvement activities.
  • Ensure all employees understand process steps and how they add value.
  • Ensure employees understand how processes are behaving.
  • Ensure employees help manage each others instead of escalating conflicts.
  • Hand-offs between employees are smooth and without artificial boundaries.
  • Ensure processes are objectively and frequently measured and reviewed for performance fit.
  • Ensure customers’ requirements are known by everyone in the organization.
  • Organization structure changes from functional orientation to process orientation.
  • High walls between departmental functions change to cooperative partnerships.
  • Operational activities change from simple tasks to multidimensional work.
  • Employee roles change being controlled to being empowered.
  • Processes change from being somewhat flexibel and inefficient to being highly flexible and efficient.
  • Focus on delivering value to function shifts to delivering value for the customer.
  • Quality changes from being add-on to being built-in.
  • Managers change from supervision to coaches.
  • Processes change from being uneven to being balanced and capable.
  • Focus of performance measures shifts from activity to results.
  • Advancement criteria change from being performance based to being ability based.

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