This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
2. Topics
• What is Process?
• Review / Present case studies by each team
• Classroom activity
• Why do we need processes?
• Process Components
• Stages of Process Management Lifecycle
• Why do processes fail?
• Revisit Case studies
• Q& A and Summary
3. What is Process?
Definition 1
• A process is a set of activities, that can be carried out in a certain order to achieve a
desired result.
4. What is Process?
Definition 2
• A process is a set of activities, that can be carried out in a certain order to achieve a
desired result, within a specified period of time.
5. What is Process?
Definition 3
• A process is a set of activities, that can be carried out in a certain order to achieve a
specific result, within a specified period of time through utilization of optimum
resources.
6. What is Process?
Definition 4
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out in a certain order to achieve a desired result, within a specified
period of time through utilization of optimum resources.
7. What is Process?
Definition 5
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out in a certain order repeatably to achieve a desired result, within a
specified period of time through utilization of optimum resources.
8. What is Process?
Definition 6
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out by anyone in a certain order repeatably to achieve a desired result,
within a specified period of time through utilization of optimum resources..
9. What is Process?
Definition 7
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out by anyone in a certain order repeatably to achieve a desired result,
within a specified period of time through utilization of optimum resources, that can be
internal or external to the organizational unit.
10. Key items for a checklist
• Are they a clear set of activities?
• Do they have a clear order of execution?
• Do they achieve a specific and clearly defined objective?
• Can this be achieved within a specified period of time?
• Does it clearly capture utilization of optimum resources?
• Will / can it be triggered in a specific situation or by a need?
• Can it be used repeatably without any modifications / changes?
• Can it be used by anyone?
• Does it use resources that could be internal or external to the organizational unit?
12. Activity
Activity 1 – For Team Alpha and Charlie
Create a process to make paper planes for your customer. Discuss with your trainer for
requirements.
Activity 2 – For Team Beta and Delta
Create a process to run a pot luck lunch session in your office. Discuss with your trainer
for instructions on what needs to be achieved.
Note
For activity 1: teams Beta and Delta will be following the process map to test its effectiveness
For activity 2: Teams Alpha & Charlie will be reviewing and listing out faults, gaps improvement opportunities in the processes.
13. Why do we need Processes?
• To save Money by reducing / eliminating errors, rework and constant
learning
• Ensure consistency in output / results
• Ensure compliance to statutory requirements, customer requirements,
quality standards
• Ensure ease of implementation and avoid conflict / repetition with
other teams / activities
• Manage contingency better on staff attrition or rotation
• Get better at forecasting and estimation
• Reduce customer complaints and provide consistent customer / product / service experience
• Manage, adopt and implement change easily with least disruption
• Ensure transparency, fairness and consistency in dealing with situations
14. What is a Best Practice?
“A tried and tested way of doing
something to achieve optimum results”
Is every best practice, good for any organization?
15. Elements of a Process
• Triggers: (Policy / Requests / Incidents)
• Actions (Activities, Work Instructions and Procedures)
• Owners
• Resources: (Roles / Times / Capabilities)
• Metrics: (Risks / Objectives)
• Outcomes: (Results / Feedback / Documents or Reports / Products or Services)
17. Stages of Process Management Lifecycle
• Modelling
• Analysis
• Design
• Implementation
• Monitoring and Control (Management)
• Continuous Improvement
Identify
Need
Model
Evaluate
Feasibility
Analyze
Design
Process
Design
Rollout
process
Implem
ent
Measure
& Manage
Monitor
&
Control
Make it
better
Improve
18. Modelling
Process modelling is the first step in identifying what objective you wish to achieve with the
process creation. This step addresses the core need for a process and generally aligns with
the business need or organizational policy.
Example
Automating Invoice generation
Robotic process Automation for Financial management
Internal Job Posting Management
19. Analysis
Once you have decided which area of your business operation needs a process, you then
need to dig deeper into evaluating its feasibility and identifying enablers, obstructions and
resources required. This phase is the Analysis phase of the process management lifecycle.
Example
Automating Invoice generation:
• Does it involve domestic only or International Clients as well
• Is it to consider partial invoice generation for goods shipped or consolidated invoicing
Robotic process Automation for Financial management
• Can it be applicable to all financial processes?
• Is there statutory compliance to be considered?
• What risks of business impact do we foresee?
Internal Job Posting Management
• What are the current challenges that are being faced
• How will this impact the hiring team’s time management?
20. Design
This phase defines / identifies the actual tasks that will have to be carried out in order to
ensure the objectives of the process are met and the expected outcomes are achieved. The
design phase must also consider actions to be taken based on varying conditions / scenarios,
inputs expected from different stakeholders, resources required and their capabilities.
Example
Automating Invoice generation:
Step 1: Buy / Build the invoice generation service and program
rules to ensure it generates invoices as per business needs and can
email them
Step 2: Trigger the invoice generation process as soon as an existing
order is marked as fulfilled either fully or partially
Step 3: Create and send invoice to sales head / finance head for
approval
Step 4: If approved by both, email the invoice to the customer,
create accounts receivable entry in Financial system and notify the
receivables team, mark order as “Invoiced”
Step 5: If rejected by either, notify the sales team of failure in
invoice generation.
21. Implementation
Once a process has been designed, it must be implemented so that it can start doing what it
was designed for. Roll out of a new process can be done in many ways:
1. Big bang approach
2. Phased Roll-outs
3. Push-Pull method
The most important aspects of a successful process roll-out are
a. Communication
b. Training and awareness
c. Timing
d. Ensuring least impact to business and user functions
22. Monitoring and Control
No process is error free. There is always a possibility that something could go wrong for
many reasons. Some of them could be
1. Unforeseen conditions that fail the process
2. Work instructions not being carried out as required (Lack of knowledge/training)
3. External factors have changed (Like laws, software etc.)
4. People intentionally try to bypass a process or deviate
It is therefore imperative to continuously monitor
and control process to ensure it is performing as
intended and to steer the course or to make
changes as and if necessary.
23. Continuous Improvement
No process is fool-proof or can reach a state of maturity in its first instance of creation
It is always important to
ensure we keep
evaluating the results
and success ratio of any
given process and
ensure we keep finding
ways to improve its
efficiency and
effectiveness and its
alignment with our
business needs and
people engagement
24.
25.
26.
27. Why do processes fail?
• Not modelled, analyzed, designed, implemented or managed well
• Work instructions not followed as documented
• Process designed only for a one-off requirement
• Process copied from another requirement, team or organization as-is
• Change in situations have not led to a change in the process
• Lack of insight into practical scenarios on ground
30. Summary and Closure
Questions?
Post course activity
Think within your work area and pick up any process defined for your work team / area and
identify opportunities on how it can be improved.
