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Best Practices of Process Management:   The Top Ten Principles (Part 4)

by Roger T. Burlton

Years of successful and not-so-successful process management experience have led to a set of best practices -- a number of fundamental principles that must be honored in order to optimize returns to the company, the delivery of business results to customers, and to satisfy the needs of the organization's other stakeholders.  

In this series, I outline the ten principles that underlie the methods of business process operation and change.  In this column, I discuss the fourth principle.

Principle 4:  The Business Must Be Segmented Along Business Process Lines to Synchronize Change  

It's natural to view process as the prime segmentation strategy internal to organizations and -- more and more frequently -- among organizations, since management structures with overly-rigid planning mechanisms are too slow to respond.  Seamless cross-functional integration is mandatory. 

Restructuring functional units alone won't do it.  Only process can stake the claim of achieving enterprise-wide integration because, by definition, a process starts with the first triggering event that initiates action and doesn't end until the results of value are delivered to the appropriate stakeholders.  This event/outcome pairing defines the processes that we have.  All other structures should be put in place solely to serve the full process and therefore to deliver added value to stakeholders.

This strategy implies that, in deciding how to invest in change, prioritizing along process lines is requisite.  In identifying processes that need to be renewed, start with the customers and consumers affected.  These processes are referred to as core processes.  Look at the customer/consumer life cycle and follow it through. 

From the core processes, we can derive the processes that deliver guidance to them (guiding processes) and those that deliver reusable enablers to them (enabling processes).  Guiding and enabling processes exist only to support the business objectives that are the target of the core processes and should be assessed in that way.

By segmenting the business along process-value added lines, we have a clear framework for organizing and prioritizing change and for measuring the impact of our efforts in terms that business executives can understand.

References

[1]  Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 1)," Business Rules Journal, Vol. 7, No. 1 (Jan. 2006), URL:  http://www.BRCommunity.com/a2006/b269.html  

[2]  Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 2)," Business Rules Journal, Vol. 7, No. 2 (Feb. 2006), URL:  http://www.BRCommunity.com/a2006/b273.html  

[3]  Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 3)," Business Rules Journal, Vol. 7, No. 3 (Mar. 2006), URL:  http://www.BRCommunity.com/a2006/b278.html  




standard citation for this article:
Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 4)," Business Rules Journal, Vol. 7, No. 4 (Apr.. 2006), URL:  http://www.BRCommunity.com/a2006/b285.html  

February 2010
Process Project Perspectives: Hope is not a Strategy and Ignorance is Not Bliss

January 2010
Process Project Perspectives: Outsiders and Insiders

October 2009
BPM Points of View

September 2008
BPM ~ From Common Sense to Common Practice (Part 7): BPM Methodology Fundamentals

August 2008
BPM ~ From Common Sense to Common Practice (Part 6): BPM as Common Practice

July 2008
BPM ~ From Common Sense to Common Practice (Part 5): The Internal Perspective

June 2008
BPM ~ From Common Sense to Common Practice (Part 4): The New Common Sense

May 2008
BPM ~ From Common Sense to Common Practice (Part 3): Back to the Future

April 2008
BPM ~ From Common Sense to Common Practice (Part 2): Evolution of a Revolution

February 2008
BPM ~ From Common Sense to Common Practice (Part 1): Process Performance Challenges

December 2006
Having a BPM Maturity Model is Important for Long Lasting BPM Success, by Michael Melenovsky and Jim Sinur

October 2006
Best Practices of Process Management: The Top Ten Principles (Part 10)

September 2006
Best Practices of Process Management: The Top Ten Principles (Part 9)

August 2006
Best Practices of Process Management: The Top Ten Principles (Part 8)

July 2006
Best Practices of Process Management: The Top Ten Principles (Part 7)

June 2006
Best Practices of Process Management: The Top Ten Principles (Part 6)

May 2006
Best Practices of Process Management: The Top Ten Principles (Part 5)

April 2006
Best Practices of Process Management: The Top Ten Principles (Part 4)

March 2006
Best Practices of Process Management: The Top Ten Principles (part 3)

February 2006
Best Practices of Process Management: The Top Ten Principles (part 2)

January 2006
Best Practices of Process Management: The Top Ten Principles (part 1)

September 2005
Business Process Management: An Improved Guidance Creation Process

August 2005
Business Process Management: The Heart of Organizational Capability

July 2005
Effective Business Transformation through Process Management

 

 

 about . . .

 ROGER T. BURLTON

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Roger Burlton is the founder of the Process Renewal Group, a management consulting and training consortium committed to helping organizations manage change and improve performance through the renewal of business processes. His best selling book entitled Business Process Management: Profiting from Process was released in May 2001. It has become the industry benchmark for managers and practitioners alike.

Roger can be reached at Process Renewal Group (www.processrenewal.com) at rburlton@processrenewal.com.

 

 





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