CL
Carl Lewis Technologies
IT Program Management
Information Assurance and Security
Cut costs and improve efficiencies through Process Re-engineering.
It is very common for managers and other members of organizations to confuse the terms “process governance” and “process management”, sometimes in the belief that they refer to the same object. Ultimately, this causes difficulties for efforts to introduce a by-process approach inorganizations.
Firstly it has to be understood what “process management” means. This concept should be understood as a coordinated set of permanent tasks required to design processes and assure they function properly, and to foster process-related learning. These tasks can be represented as the design, monitoring, control and correction of processes, and the promotion of process-related learning in organizations. The role of Process Governance, meanwhile, is to guide Process Management, i.e., to fill the gap between strategy and execution, to help align the two and consequently to increase productivity and generate value.
In order to build a sound Model of Governance it is necessary not only to understand the definition of Governance, but also to understand what major impacting factors must be reflected in the model. Only then will it be possible to generate a result that not only contains those factors, but uses them most efficiently.
Process Governance & Architeture
Part of the Discovery Process is documenting the "As is" Process Governance Architecture, identifying orphaned processes, and re-engineering the organizational structure to ensure all processes and subprocesses have identified ownership with clear responsibilities for success. This done using a Six Sigma approach to process refinement, testing, and implementation.
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These factors are:
• The Sector where the firm operates and information on its portfolio of products and/or
services: these factors steer and guide construction of the Governance Model
• Business Strategy: impacts how the model will be constructed
• Value Chain / Macro-process: this factor is the foundation for process management because
it brings together the major cross-processes in the firm
• Process or By-Process Management Status: this factor is explanatory as regards realities in the organization and the degree of maturity of its processes
• Institutional Policies and Guidelines: these factors may be restrictive or driving, but they always steer organizational actions
• Organizational Design and Power Structures: these factors are constraints on certain functions of the Governance Model, given the characteristics (functional, matrix, geographic etc.) of the organizational structure
• Existing process-oriented instruments: are a facilitating and enabling factor for construction of a Process Governance Model
• Process Maturity in the Organization: impacts how processes are structured, standardized, documented, managed and improved.