Defining Governance
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Techniques in defining Governance

White paper prepared by Codel Services Ltd

Process management evolution

The following figures show the evolution of process management, from informal to formal.

Stage 1: Uncontrolled

This first case is typical start point. Each are has multiple channels of communication.

Whilst this internal network is fine from a day-to-day basis, this is undesirable from a end-to-end process perspective.

There there is considerable overlap and inefficiency of such interaction, this lack of cohesion will result in an overall loss of focus in responsibility.

 

Stage 2: Controlled

In this case there is a process management team in place.

They act as the single interface for interaction from an end-to-end perspective between these parties (note that non-process intra-participant interaction will still remain)

This introduces cohesion to the process. However there is still overlap of responsibility in each of the main participant areas there will still be difficulties for the process management team to escalate issues appropriately.

 

Stage 3: Cohesive

In this case, each participant area has one dedicated function responsible for the end-to-end process.

Such a parties will be responsible for ensuring requests that require actioning or escalated will be performed within their function.

Responsibility and interaction can thus said to be rationalised

From an end-to-end perspective this is the optimal case.

 

 

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2002-2007 Codel Services Ltd

This paper has been prepared by Codel Services Ltd to illustrate how structured business modelling can help your organisation. Codel Services Ltd is an IT Consultancy specialising in business modelling. If you would like further information, please contact us at: Deryck Brailsford, Codel Services Ltd, Dale Hill Cottage, Kirby-Le-Soken, Essex CO13 0EN,United Kingdom. Telephone: +44 (0)1255 862354/Mobile: + 44 (0)7710 435227/e-mail: info@codel-services.com