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CHAPTER 4

Process Architecture andOrganizational Alignment

The Second Phase of the BPTrends enterprise methodology focuses on creating a business process architecture for the organization. As we have already suggested, we create a separate enterprise architecture for each value chain, so, in effect, we are really talking about creating a business process architecture for a value chain.

BP TRENDS ENTERPRISE METHODOLOGY

THE KEY STEPS INVOLVED IN CREATING A BUSINESS PROCESS ARCHITECTURE

Identify a specific value chain. Determine the specific strategic goals the value chain is to

achieve. Determine how you will measure whether or not the value chain

achieves its goals. Subdivide the value chain into its major processes (Level 1

processes). Subdivide the major processes (Level 1 processes) into their subprocesses (Level 2 processes). If appropriate, subdivide the Level 2 processes into their subprocesses (Level 3 processes).

Use a worksheet. For each Level 1 process, determine how the Level 1 process will be measured. Determine who will be responsible for the process. Determine what resources are linked to each Level 1 process.

Repeat this procedure, using new worksheets, for each Level 2 process, and so forth.

A HIERARCHICAL DECOMPOSITION OF A VALUE CHAIN, SUGGESTING HOW "LEVEL OF ANALYSIS" CORRESPONDS

TO PROCESS LEVEL.

CORE, SUPPORT DAN MANAGEMENT PROCESSES

SOME OF THE TYPES OF RESOURCES THAT ORGANIZATIONS MIGHT SEEK TO ALIGN WITH LEVEL 1 OR LEVEL 2 PROCESSES INCLUDE:

Alignment with corporate strategies and goals.

Alignment with other processes. Alignment with policies and rules. Alignment with IT resources. Alignment with HR resources. Alignment with Sarbanes-Oxley, ISO

9000 and various risk management standards.

THE THREE LEVELS OF A SCOR ARCHITECTURE.

SCOR AS HAVING THREE LEVELS.

Level 1 is the supply chain. Level 2 consists of the highlevel processes

that make up a supply chain, including Source, Make, Deliver and Return.

Then their variation is specified, and then they are decomposed into a set of Level 3 subprocesses

CHAPTER 5Process Management

What Is Management?

Improving business processes

consider how management can be organized to support effective business processes

Two types of managerial roles:1. Operational management

Operational managers have ongoing responsibilities.

2. Project management.Project managers are assigned to manage projects that are limited in time.

.

Functional managers who are also process managers:

An overview of the generic process management processes and subprocesses.

Most process managers are assigned to manage an existing process that is already organized and functioning. Thus, their assignment does not require them to organize the process from scratch.

Process managers, especially at the enterprise level, have a responsibility to see that all of the processes in the organization work together to assure that the value chain functions as efficiently as possible.

process manager is more concerned that all the processes in the value chain work well together, and would, in some cases, allow the processes within one functional area to function in a suboptimal way to assure that the value chain functions more efficiently.

Functional vs Process ManagementFunctional Management : maintaining a unit

organization (e.g. sales unit)Process Management : concerned with the

entire organization’s value chain and is primarily concerned that a unit organizatin (e.g. sales unit) and service processes work together moothly to provide value to customers.

A matrix organization with independent senior functional and process managers

Matrix ManagementThe top position in a process hierarchy is a

manager who is responsible for an entire value chain.

Depending on the complexity of the organization, the value chain manager might have other process managers reporting to him or her.

The Management Of Outsourced Processes

-The outsource is managing manufactury and

or distribution and has its own management

organization.

-The main company (e.g. Dell). manage, The

process as a whole

Value Chains and Process StandardizationIf all the processes are standardized, this will

greatly reduce the cost of developing and maintaining the organization's ERP applications

Most companies, when they set about standardizing their processes, structure the effort by establishing a process management organizational structure. Thus, they create a matrix organization and assign individuals to manage "standard process areas.“

These individuals (process managers) are then asked to look across all the departments in the firm and identify all the places where activities are undertaken that might be standardized.

Setting Goals and Establishing Rewards for ManagersIf a process is to succeed, then we need to be

sure the manager's goals and rewards are in line with the goals of the process.

It is important to see that there is a system for aligning the goals and rewards of specific managers with the goals of the processes that they manage.

Management Processes

A company could analyze each manager's work from scratch, using our generic management model. Increasingly, however, companies find it more efficient to rely on one or more generic models that help analysts identify the specific management processes that effective process managers need to master. We'll start with the Project Management Institute's (PMI) Project Management Maturity Model and then consider the Software Engineering Institute's (SEI) CMMI model.

The PMI Project Management Maturity Model

PMI distinguishes between operations management (ongoing) and project management (done in a limited timeframe). They describe a body of knowledge about project management (PMBOK) and an Organizational Project Management Maturity Model.

That organizations can use to : (1) evaluate their current sophistication

inmanaging projects and (2) use as a methodology for introducing more

sophisticated project management skills

How PMl's management processes map t o the BPTrends process management model

The Software Engineering Institute'sCapability Maturity Model Integrated (CMMI)

CMMI supports two ways of organizing your effort:1. Which focuses on Capability Levels, looks to see

what skills are present and then focuses on teaching managers or process practitioners the skills that are missing.

2. Which focuses on Maturity Levels, assumes that organizations become more process savvy in a systematic, staged manner and focuses on identifying the state the organization is at now and then providing the skills the organization needs to move to the next higher stage.

CMMI functions

As an enterprise process improvement methodology that provides a prescription for a sequence of process training courses designed to provide process managers with the skills they need to manage their process more effectively.

If you focus on the individual work unit and emphasize capabilities, then CMMI provides a set of criteria to use to evaluate how sophisticated specific process managers are and to determine what management processes they need to master to more effectively manage the specific process you are trying to improve.

CMMI's management processes, arranged by management type and by organizational maturity levels.

the definitions that CMMI provides for its process management

OPD- Organizational Process Definitions process. Establish and maintain a usableset of organization process assets and work environment standards.

OPF -Organizational Process Focus process. Plan, implement, and deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organization's processe s and process assets.

OT - Organizational Trainingprocess. Provide employees with the skills and knowledge needed to perform their roles effectively and efficiently. It includes: identifying the training needed by the organization, obtaining and providing training to address those needs, establishing and maintaining training capability, establishing and maintaining training records, and assessing training effectiveness.

the definitions that CMMI provides for its process management

OPP - Organizational Process Performance process. Establish and maintain quantitative understanding of the performance of the organization's set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines and models to quantitatively manage the organization's projects.

OID -Organizational Innovation and Deploymentprocess.Select and deploy incremental and innovative improvements that measurably improve the organization‘s processes and technologies:

Documenting Management Processes in an Architecture

Organizations identify high-level management processes that are independent of any specific value chain, and document them independently.

An organization might document the strategy formulation process or the processes of a business process management support group.

Others treat these specialized processes as support processes and document them in the same way they document other support processes.

Completing the Business Process Architecture Worksheet

The managers focus on integrating the entire value chain and aligning the value chain with your organization's strategy.

The managers are really focused on the value chain's external measures and satisfying the customer.

Most organizations are just beginning to sort through how they will manage processes at the higher levels of the organization

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