COMPROBACIÓN DE LOS MODELOS ESTADÍSTICOS

Every enterprise is unique, with its own unique culture, values, incentive systems, business processes, and structure. Today many companies are still structured around a functional hierarchy, with little or no accountability for the end-to-end business processes which deliver customer value across functional silos. As the power and benefit of managing business process becomes more prevalent, organizational focus and structure is likely to evolve to include a process dimension. This evolution may lead to significant change in how work is performed and managed. It may involve new roles and responsibilities, performance measures, and compensation plans. Businesses have found the notion of process ownership is critical to the successful management of their core business processes. Some have also found the need to develop a process council, BPMO, or BPMCOE for the integration and alignment of processes, and a few have identified the need for functional centers of excellence in order to ensure proper skills and best practices are in place across the organization.

There is no single structure, set of tiles, roles or culture that is clearly emerging, but rather each institution appears to be adapting to business process management in their own unique way. Given the uncertainty of how any individual enterprise may adapt to business process management, it is incumbent upon the business process management professional to understand the changes their company may experience, their impact on the business, and the best practices being discovered by companies around the world. This knowledge will serve as a guide, helping address this change in a way that fits each unique situation.

8.6 Key Concepts

Process Organization - Key Concepts

1. An enterprise fosters a process culture when the business’ processes are known, agreed upon, communicated, and visible to all employees.

2. As an enterprise matures in managing their business processes, their organizational structure will naturally tend toward change which comprehends a process dimension. Management of work from a downward managerial command and control approach adapts to include a horizontal dimension reflective of end-to-end processes, driving accountability to the customer for delivery of value across functions.

3. An individual or group is assigned the role of process owner for a complete end-to- end business process. This process owner has an ongoing responsibility and accountability for the successful design, development, execution and performance of this process.

4. Successful process management within an enterprise will involve numerous roles in addition to process owner. Some individuals will have responsibility for more than one role. The more common roles include process manager, process analyst, process designer, and process architect, along with business analyst, subject matter expert, and executive management and leadership. There are several supporting roles which play an important part in business process management, from an IT or an administrative standpoint.

5. It is critical that organizations have a clear governance structure to provide leadership and clarify decision rights to enable cross-functional and departmental process improvement or management programs to succeed.

6. While there are many governance structures being proposed and implemented, there is currently no single standard for comprehending an organizational focus on process within an organizational structure.

7. A process council, made up of executive leaders, functional or department heads, and process owners, is one common approach to governance. The process council ensures alignment of business processes with enterprise strategies, goals and objectives, and may have responsibility to identify and resolve cross-process integration issues, conflicts between process and functional ownership. The process council may have responsibility for the allocation of business process management resources.

8. Other organizational approaches to process management include the establishment of a Business Process Management Office (BPMO), a BPM Center of Excellence (BPMCOE), or a functional center of excellence (often known as a Community of Interest, or COIN).

9. The Business Process Management professional must understand the myriad of potential organizational changes which may be brought about through increasing process maturity, so that they can guide the enterprise through the transition.

9

Enterprise Process Management

Process management involves the transition from expressing strategy in general terms or in financial terms to expressing strategy in terms of observable cross-functional activity. This requires both careful thought, a shift in mindset and a new set of leadership behaviors.

The shift in mindset involves a deep appreciation that the financial goals are simply the cumulative outcomes of the activities that the firm executes. Careful thought is necessary to make tough choices on the deployment of limited resources.

It is important to appreciate the following factors, which underlie these decisions:

• a shared understanding of the definition of each enterprise level business process, including details on where the process starts, where it ends, the key steps, and the departments involved

• clarity and agreement on the critical few measures of performance for each process

• acceptance of the estimates of current performance for each process • agreement on the size of the performance gap that needs to be bridged

• agreement on the top priorities for improvement, allocation of resources, and deep dedication to taking action

• a shared understanding of accountability assignments

Plans cannot be translated into action without a clear, shared understanding of the accountability for improving and managing the firm’s major enterprise level business processes. It is worthwhile reiterating that in most firms, no one person has authority or control over the entire set of activities in an end-to-end business process. Hence, the establishment of process governance is of crucial importance to drive customer centricity and collaboration at all management levels.

The final component in this planning stage is a solid communication plan that clearly communicates the enterprise process view, key accountability assignments, and the high level goals and so engages people in the organization.

Process management does not dominate or replace a business unit focus or the need for a functional focus. Instead, it represents an additional and valuable management practice that emphasizes the way in which a company creates value for customers.