The Unseen Face of Process Projects - Part One: An Introduction

Background :
This is the first in a series of posts focused on process work, particularly process work being carried out in projects. It links in closely to my eBook ‘The Perfect Process Project’, version 2 of which has been released. If, after reading these posts, you want to purchase a copy of the book please feel free to click over to the appropriate page and do the business.

Over the next four weeks I am going to be publishing posts which relate to each of the five entries listed below. I’ll be discussing the type of problems that occur along with how to solve them or what to do to address these issues. If you are already a subscriber to The Process Cafe you will receive these update automatically in your RSS reader or inbox. If you don’t already subscribe you might wish to do so by clicking the RSS icon on the right of this post.

Most projects nowadays will affect - or be affected by - process. This could be a major affect such as completely modifying a process or even outsourcing it to a third party, or it could be simple and straightforward such as isolating a single step in a larger process and altering, removing or updating it. If you are implementing an ERP, CRM, BI or reporting system you are modifying process. If you are reorganising your A/R function you are modifying process. If you are starting a new manufacturing division you are modifying process. It may not be major, but it is a modification.

Experience and research has identified a number of items which need to be addressed to make your project successful. In no particular order these are:
  • Appropriate Change Management.
  • Appropriate Process ownership.
  • Appropriate Measurement.
  • Appropriate user involvement.
  • Not doing things for the sake of it.

Change management covers the whole area of scope management, and the change initiative that should run alongside your project.  This is an important, but often overlooked area.
Process ownership deals with identifying and allocating individuals to own the process during and after the project.While a lot of projects deal with this, many do not deal with it in the right way, assigning the wrong people to the roles.
Measurement looks at how to manage the process through the implementation of metrics.  Metrics are key to understanding the effectiveness of your processes but many projects implement inadequate or inappropriate processes.
User involvement discusses the fact that communication and a link into the end-user base is paramount. Without the correct involvement and communication it is easy to 'steamroller' a project into being without careful consideration of the impact on the users.
Not doing things for the sake of it identifies a number of things which people focus on as "must-dos" when in reality they are focusing their attention in the wrong areas. This includes things like focusing on having a particular methodology or set of standards without understanding why.

Over the next few weeks I will be producing a post on each of these topics, summarising them all at the end.

The first post will be on Appropriate Change Management and will come out in 2 days time.

Remember to be notified about these posts immediately click over to the subscribe function in the right hand sidebar of this blog and register either via RSS or e-mail.

Reminder: 'The Perfect Process Project Second Edition' is now available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

All information is Copyright (C) G Comerford

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