Techniques in defining Governance

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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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