Process Management

1. Process Management Pitfalls and Potential David Edwards, MFQ

2. Functional based organisation CEO Contracts Proc’t Projects Ops Process based organisation Process Owner Contracts Proc’t Projects Ops Gain Business Develop plans Execute Projects De-license Sites Process Management

3. Some questions • Why is process design so difficult? • Why are core processes sometimes so difficult to identify? • Why do process development projects so often go wrong?

4. Process Management – a typical project Step1 Set up Project Step2 Identify & define processes Step3 Assign process owners Step4 Develop processes Step5 Identify and apply metrics Step6 Hide the failures Step7 Start again

5. Process identification and definition Pitfall Potential Overlooking what really matters Focus on customer needs and obligations Poor process definition Clear standard for process definition Process design often done before a project is set up Fully involved project manager from the outset

6. Process Definition Process Conditions Event Person or Dept responsible for triggers Process Operative executed by Output & Condition Recipient Source Input & Condition receives from Resource Operation generates

7. Buy-in Pitfall Potential Lack of top management commitment Find the right buttons to press – cost, customers, business objectives Failure to deal with middle-management resistance to change Educate Focus on the benefits

8. Project Management Pitfall Potential Poorly defined responsibilities Clarity - written responsibilities for all concerned Inadequate planning Require detailed project plans from the outset Ineffective monitoring Use plans to monitor often and in-depth Lack of intervention Regular feedback and challenge

9. Process development Pitfall Potential Lack of clear methodology Defined methodology aids consistency Inadequate attention to interfaces Ensure process owners/teams work together to resolve interfaces ‘Write’ a process mentality Focus on developing the process not writing the document

10. Process implementation Pitfall Potential Lack of metrics or wrong metrics Focus on what matters to the business and the customer Inadequate maintenance Regular reviews to maintain control Failure to build in accountability and competence Implement fully rounded processes

11. Accuracy Reliability Timeliness Volume Cost Process MeasurementPotential Measures

12. Process Triangle Accountability Well-designed process Competence

13. Final thought • Competence + attitude + accountability = effective people • control + flexibility = effective processes • effective people + effective processes = delivery of customer needs

15. Process Management Flowchart Is the process Working? NO YES Don’t Mess With It! Did You Mess With It? YES IDIOT! NO Anyone Else Knows? Will it Blow Up In Your Hands? You’re IN TROUBLE! YES YES Can You Blame Someone Else? NO NO NO Hide It Look The Other Way Yes NO PROBLEM!