Practical Considerations
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Practical Considerations

Q1: How is interaction managed?

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From an e2e perspective, how are the interfaces between parties managed?

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Where on the scale of pragmatism does this lie in the organisation?

Q2: How is collaboration managed?

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From an e2e perspective, how is collaboration (when required) achieved between parties?

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Where on the scale of pragmatism does this lie in the organisation?

Q3: Where are the proxies?

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From an e2e perspective who is responsible for what?

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Where on the scale of pragmatism does this lie in the client?

 Q4: How to document a governance structure?

This section provides a description of governance structure that requires documentation

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Sponsor: Describe who this is and where they exercise their authority from, and what actions they can take to direct the programme, and what emergency measures they have (note this is the programme, post-handover)

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Steering Committee: This is needed as without it the day to day execution of this sub -process will have no body in authority to monitor it, provide oversight, improvement and to escalate issues to. Describe who this comprised of – ideally this should be cross disciplined (note this is the programme, pre-handover).

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Organisation Chart: This is to show new reporting lines (solid, not dotted), post handover to provide the necessary oversight of the end-to-end process.

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Departmental structures: Discussion as to how these functions are internally structured and how each part will serve the sub-process

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Departmental interaction: Discussion as to the interface points between these functions – where the overlap lies and where the area of distinct responsibility lies

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Collaborative working groups: who this comprised of, who they represent, what decisions is it to make, when it convenes and who gives the working group its mandate (likely the departmental heads).

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Process Management team: This team plays the role of the process coordinate, and has the day to day responsibility (as opposed to executive responsibility – this is the sponsor’s role) of ensuring the end-to-end process operates smoothly. Who this comprised of and where their disciplines lie.

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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