Principles

 
 
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Primacy of Process

All organizations produce goods and services through collaboration across the organization. Somebody determines there is a need, someone does the design, others build it, someone else sells it, yet others install and maintain. Both the customer service and the internal organizational benefits require all of that. The only way any organization delivers value, i.e. executes its strategy, is via its cross-functional processes.

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The 7 Enablers

Together the 7Enablers create and sustain process-based management. If developed simultaneously at an appropriate pace, they significantly increase the likelihood of creating sustained process-based management. The 7Enablers is a collective of mutually supportive prerequisites for successful and sustained process-based management

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Tregear Circles

Process-based management has processes identified, KPIs set, governance implemented, and process performance improved in a process-aware culture with everyone contributing and being supported. How can this work in the gritty reality of a real-world organization with its complexities, latencies, impossible demands, and human frailties? An elegant, agile solution is found in two virtuous circles, the Tregear Circles.

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Sprint PIP

Process-based management must not be simply an academic exercise, it must be a practical solution to real problems. SprintPIP improves the process of process improvement by applying lean, agile approaches to analyze and redesign a process in the shortest realistic time. In Tregear Circle terms, SprintPIP is my PI circle implementation.

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BPM Maturity

If process management and process improvement are fundamental to optimizing organizational performance, then we must be sure that we are not only good at it, but also getting better all the time. The most efficient and effective processes should be the processes of process management and improvement. We must have a way to baseline and track our ability to manage and improve in each of the 7Enablers.

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Process Governance

A contentious issue in process management is how to create and sustain effective process governance. Who is in charge? Who makes decisions? How do we endure focus on continuous improvement and not continuous arguing? My tripartite model of process governance addresses these issues in proven, if perhaps counterintuitive ways.