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PUTTING PROCESS FRAMEWORKS INTO ACTION
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OUR MISSION
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Incorporate the world’s most widely used
process framework, giving organizations a common language for functions, processes,
and activities independent of structure
WHY APQC?
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AGENDA
o Why do organizations use process frameworks?
o How are organizations implementing process frameworks?
o What are the common implementation challenges?
o What makes effective process management?
FRAMEWORK USES
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WHY DO THEY USE THEM?
52.6%
56.4%
60.3%
68.4%
84.8%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
Identifying ownership for process management
Starting point for organizational performance improvements
Supporting or managing process improvement efforts (e.g., gap analysis, capability assessments)
Establishing a standardized language across the organizational structure of the business
Developing process definitions, mapping, discovery, automation, or other process-related work
The majority of organizations use them for two reasons: initial process work and performance improvements.
N = 78 Note: The values in this graph do not add up to 100 percent because it was a select all that apply question.
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GENERAL PROCESS WORK
Process Design
Key process activities such as: • Process definitions • Process discovery • Mapping • Automation
Establish a Common Language
Helps standardize approach to: • Process management • Continuous improvement • Benchmarking • Content management
Assign Process Owners
The key is assigning accountability to a single individual with leadership capabilities and authority
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ORGANIZATIONAL IMPROVEMENTS
Performance Improvement
Establishing a process framework is often a starting point for achieving the long-term goal of identifying and conducting organizational performance improvements
Process Improvements
Once the organization has established a common framework and mapped its processes, it can use information gathered during the discovery and analysis phases of the process life cycle to identify improvement opportunities
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IMPLEMENTATION PRACTICES
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HOW ARE THEY IMPLEMENTED?
Map all relevant processes
Adapt the framework to
meet organizational
needs
Identify process owners
Assess current state of process
Build cross-functional
process maps
Prioritize process
improvement opportunities
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1. MAP ALL PROCESSES
Constraints on process mapping efforts:
§ Relevancy—spending time on things that create value
§ Buy-in—adoption of mapped processes
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2. ADAPT THE FRAMEWORK
Guidelines for creating new processes:
ü Limit to short phrase (six words of less)
ü Ensure all processes are unique
ü Avoid jargon and acronyms
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25.9%
25.9% 25.9%
11.1%
3.7%
1.9% 5.6%
No changes 1 to 15 percent
16 to 30 percent 31 to 45 percent
46 to 60 percent 61 to 75 percent
75 percent or more
Percentage of Process Framework Changes
N = 54
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3. IDENTIFY PROCESS OWNERS
Process owners are typically: o Managers, directors, or
executives deeply familiar with the process
o Accountable for measurement and performance of their process
o Responsible for assisting with process changes as needed
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Case in Point: FiberHome’s Governance Model
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4. ASSESS THE CURRENT STATE
Value of assessing the current state:
§ Identify gaps or redundancies § Assess the value of
processes § Engage employees in process
activities § Provide clarity on who does
what
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Case-in-Point: Elevation’s Got Process Survey
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5. CROSS-FUNCTIONAL MAPS
Value of cross-functional process maps:
§ Improve ability to focus on the customer
§ Reduce business silos § Improve interdepartmental
handoffs
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Tools that can help:
1. SIPOCS
2. Mapping Workshops
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PRIORITIZE PROCESS IMPROVEMENTS
By centralizing improvement management efforts with a process framework, the organization can: o prioritize improvement efforts based on potential value and impact, o identify overlaps and synergies between projects, o and align those efforts to the strategic goals of the organization.
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Project Category Who’s Involved Typical Process Component Effected
Scope
Incremental process improvements Functional CAB L5 tasks or documentation Small
Cross-functional process improvements Cross-functional CAB Affecting tasks in multiple
process categories Medium
Design box change Process steering group Policy change, scope
change, etc. Large
Case in Point: Syngenta’s Improvement Project Categories
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WHAT AREN’T THEY DOING?
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• Internal • External
Conducting benchmarking to set goals
Establishing performance baselines
• Integrating performance measures into employees evaluations
• Using a performance tracking tool or dashboard
Conducting ongoing process performance
Developing knowledge maps
IMPLEMENTATION CHALLENGES
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TOP CHALLENGES
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Organizational resistance
Lack of pre-established goals for process
management efforts
Lack of alignment with organization’s strategic
goals
Start with an IT tool and force
the processes to meet its criteria
Underestimate the amount of change management needed
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DOMINO EFFECT
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Lack of pre-established goals for process management
efforts
Lack of alignment with organization’s strategic goals
Start with an IT tool and force the processes to meet its
criteria
Insufficient communications
Organizational resistance
Underestimate the amount of change management needed
Lack of knowledge management
Common Change Management Barriers
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HOW TO ADDRESS THE CHALLENGES
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Why are you doing this and how does it support organizational goals?
What do your processes, performance, and documentation currently look like?
What will success look like?
How will your efforts impact your employees?
Key Questions Before Using a Process Framework
PROCESS MANAGEMENT EFFECTIVENESS
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BPM MATURITY
14.1%
48.7%
23.1%
10.3%
3.8%
Initial Managed
Defined Quantitatively managed
Optimized
1. Initial—no organized processes and success depends on skillful employees.
2. Managed—some organized processes and established process management discipline.
3. Defined—most process are defined and performed consistently across the organization. Processes are qualitatively predictable, but measurement is not enforced.
4. Quantitatively managed—Process variations are identified and corrected, and performance is both controlled and predictable.
5. Optimized—processes are continually improved based on quantitative measures of common causes of variation in processes.
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N = 78
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MATURITY LEVELS’ CHARACTERISTICS
Ini$al Managed Defined Quan$ta$vely managed Op$mized
Centralized process management capability
*** Weak Weak Moderate Moderate to
strong Strong
Decentralized process management capability
*** Weak Weak Moderate Moderate Strong
Length of time used the PCF * Less than 1
year 1 – 3 years 1 – 3 years More than 3 years NA
Process improvement culture *** Once process
is established its done
Once process is established
its done
Process improvement occurs at set
times
Continuous process
improvement culture
Continuous process
improvement culture
Note: * p ≤ 0.05, ** p ≤ 0.01, *** p ≤ 0.005
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PROCESS IMPROVEMENT CULTURE
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QUESTIONS
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ADDITIONAL INFORMATION
o Additional research: § 2015 Putting the PCF into Action (Collection) § How Organizations are Using APQC’s Process Classification
FrameworkSM (Collection) § APQC's Seven Tenets of Process ManagementSM in Depth
(Collection) § Building Strong Process Management Capabilities (Collection)
o Have a process success story you want to share? Contact me at [email protected].
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CONNECT WITH US
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