5/22/2023 0 Comments Process 3 key attributes![]() capability – if the assigned system or person has the skill or ability needed to perform the assigned role in an efficient and effective manner.definition – if the role is clearly defined or not and includes the name, responsibilities, and necessary skills.Typically, the role has two key characteristics: The relationship of the person or system is defined by their role in relation to the process. Processes are executed by people or systems. It will also consistently meet both effectiveness and efficiency goals. It incorporates customer needs and requirements and meets those needs within time and cost constraints. The process includes clarity around the roles and other processes that depend upon it. Process performance is intended to measure the performance of the process through a few performance measures, including adoption and usability of the process, and its efficiency and effectiveness. This means there is clarity on how the process provides value and that the overall goals of the end-to-end are considered and when changes are implemented, they are complimentary and incorporated into end-to-end processes. The process is well integrated with its relevant end-to-end process and other sub-processes. What this means is that the process is assessed and improved within the context of how it affects the other processes (upstream and downstream) and the overarching goals of the end-to-end process. The degree of integration between the sub-processes and the end-to-end process, and among the sub-processes is a good indicator of the maturity of a business process. In many cases, mature organizations will leverage tools to automate business processes, resulting in advanced services-oriented architecture and systems integration capabilities.Įnd-to-end processes are comprised of multiple sub-processes. The process includes automated process measurement and reporting tools, typically in conjunction with workflow or other automation. However, if the organization uses ad hoc or inconsistent toolsets, the process’ maturity tends to be much lower. ![]() ![]() Tools and technology enable capabilities and scalability that would be otherwise economically infeasible. This also includes risks associated with people (staff, suppliers, and consumers), process inputs (their timeliness, completeness, and quality), and the enabling capabilities of the process (e.g., policies, standards, and regulatory environment). Risk management represents the capability to identify and mitigate circumstances that may adversely affect the performance of a process.Īll relevant risks of the process are identified and there are relevant mitigation plans. The documentation also includes communication workflows (e.g., subscriptions to changes), and integration-such as hyperlinking-with other documentation or reference materials. Process knowledge documentation includes information relative to the number of reviews/audits it has undergone as well its variations (e.g., localization and customization) of the process documentation. Subject matter experts are identified, documented, and accessible. In mature processes, information is pushed or targeted to individuals based on their roles. Hence, this domain expands upon traditional process documentation concepts to also encompass accessibility, training, subject matter expertise, and communities. Process knowledge includes all the assets (people, expertise, and content) required to execute a business process. ![]() While there is some overlap in criteria, process maturity requires a different model with a distinct set of domains and maturity levels to assess processes. While these underpinning elements for program success are invaluable, the same criteria cannot be used to manage what can be referred to as the “in the flow” maturity of the individual processes of the organization. Tenets such as strategic alignment, change management, and governance ensures that BPM team efforts support the organization's strategy and goals. This falls in what we refer to as “above the flow” process work. In previous blogs, we discussed the Seven Tenet of Process Management, which focuses on BPM maturity and ensuring BPM teams provide sustainable value. Recently a question has arisen about the difference between business process management (BPM) maturity and process maturity? And do they use the same domains or elements to measure health and maturity?
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