Process Management Pitfalls and Potential David Edwards, MFQ
Feb 07, 2016
Process Management
Pitfalls and Potential
David Edwards, MFQ
m f Q2
Process Management
Functional based organisation
Contracts Proc’t Projects Ops
CEOProcess based organisation
Contracts Proc’t Projects Ops
Process Owner
Gain Business Develop plans Execute Projects De-license
Sites
m f Q
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?
m f Q
Process Management – a typical project
Set up Project
Step1
Identify & define
processes
Step2
Assign process owners
Step3
Developprocesses
Step4
Identify and apply
metrics
Step5
Hide the failures
Step6
Start again
Step7
m f Q
Process identification and definition
Pitfall Potential
Overlooking what really matters
Focus on customer needs and obligations
Poor process definition
Process design often done before a project is set up
Clear standard for process definition
Fully involved project manager from the outset
m f Q
Process Definition
Process
Process Conditions
Resource Operation
Event
triggers
Person or Deptresponsible for
Operativeexecuted by
Input & ConditionSource receives
fromRecipientOutput &
Conditiongenerates
m f Q
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
EducateFocus on the benefits
m f Q
Project Management
Pitfall Potential
Poorly defined responsibilities
Clarity - written responsibilities for all concerned
Inadequate planning
Ineffective monitoring
Require detailed project plans from the outset
Use plans to monitor often and in-depth
Lack of intervention Regular feedback and challenge
m f Q
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
m f Q
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
m f Q
Process MeasurementPotential Measures
Accuracy Reliability Timeliness Volume Cost
m f Q
Process Triangle
Accountability
Well-designed process
Competence
m f Q
Final thought Competence + attitude + accountability
= effective people
control + flexibility = effective processes
effective people + effective processes = delivery of customer needs
m f Q
Process Management Flowchart
Don’t Mess With It!
YES NO
YES
IDIOT!NO
Will it Blow UpIn Your Hands?
NO
Look The Other Way
Anyone ElseKnows? You’re IN TROUBLE!
YESYES
NO
Hide ItCan You Blame Someone Else?
NO
NO PROBLEM!Yes
Is the processWorking?
Did You Mess With It?