Techniques in defining Governance
White paper prepared by Codel
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
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
Stage 2: Controlled
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
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.
© 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: email@example.com