In Process

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

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 sixth principle.

Principle 6:  Process Renewal Initiatives Must Inspire Shared Insight

Process renewal relies heavily on gathering information, gaining understanding, and arriving at innovative approaches and designs for change.  Should this be done explicitly through documents and models, or tacitly through human-to-human communication?

Experience has shown that using either approach exclusively is risky.  Working closely with 'knowers' rapidly accelerates the learning curve.  Especially in focused areas of an organization, this type of learning is manageable because everyone can identify the credible sources of process information.  

As focus broadens, a business requires more formal approaches to be able to share what's known.  Hence, accessible knowledge artifacts, often in the form of explicit documents, hold great importance to help bridge the knowledge chasm.

A number of activities in process analysis and design will uncover what we know, so that that knowledge can be shared in workshops across a group.  These workshops will create artifacts, or records of the agreements and ideas, but, more importantly, they will embody a deeper tacit understanding of what is important, thereby allowing better decision making and common commitment.  

In many cases, a discussion will be more valuable than the charts created.  Often, there are no right answers, only a better sense of how to judge.  Not everything can be objective.  Don't leave out activities that embody trust, commitment, and understanding in the participants.

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  

[4]  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  

[5]  Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 5)," Business Rules Journal, Vol. 7, No. 5 (May 2006), URL:  http://www.BRCommunity.com/a2006/b291.html  

[6]  Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 6)," Business Rules Journal, Vol. 7, No. 6 (June 2006), URL:  http://www.BRCommunity.com/a2006/b296.html  

standard citation for this article: Roger T. Burlton, "Best Practices of Process Management:   The Top Ten Principles (Part 6)," Business Rules Journal, Vol. 7, No. 6 (June 2006), URL:  http://www.BRCommunity.com/a2006/b296.html

Roger is a co-founder of BPTrends Associates, the services firm of the world-leading BPTrends.com knowledge portal. He started the pioneering Process Renewal Group (PRG) in 1993. He is regarded globally as a thought leader and dynamic practitioner who can bring reason, clarity, and practicality to ways of managing complex BPM challenges. Roger’s insights can be found in his acclaimed book, Business Process Management: Profiting from Process, and other publications including his columns in BPTrends.com and BRCommunity.com.