Process management tasks: a conceptual and practical view

Abstract

Purpose -The purpose of this paper is to contribute to defining the tasks necessary to process management, considering both conceptual and practical views. Design/methodology/approach -Bibliographic review for tasks mentioned as typically necessary to process management, plus a field survey involving professionals working in process management. Findings -The bibliographic review yielded a set of tasks that were grouped conceptually into "designing processes", "managing processes from day to day" and "fostering process-related learning". These groups were then validated with practioners as valid constructs. The field survey produced two major findings: the first underlining the practical importance of the tasks identified as necessary to process management and the second demonstrating that most organizations where the study participants work are structured functionally, but have practices for managing cross-functional processes or "end-to-end process". The conceptual and practical comparison brings to light gaps between authors and professionals. Research limitations/implications -There is significant variation in the job positions and sectors occupied by the group studied and the sample is not random, given that all are enrolled in postgraduate process management programs and thus share an interest in the subject. Practical implications -Organizations can identify tasks that are necessary and important to process management and have an instrument (the questionnaire) for deciding how best to manage processes. Where functional management of cross-functional processes is found, this recommends developing organizational solutions to upgrade the capacity for coordination among activities without necessarily introducing changes in organizational structure. Originality/value -The paper describes an unprecedented study and helps clarify what needs to be done to manage processes.

Knowledge Quality Effect on Process Based Management Effectiveness

“…In addition, the quality knowledge is important to accelerate the transition progress from functional to process-based management for certified organization. This is due to the fact that despite the importance of process-based management, the transition of the organization of a functional approach to an approach focused on processes still happens slowly as suggested by Neubauer (2009), Paim et al (2008) and McCormack et al (2009). Taken together, this result suggests that organization shall put necessary strategy and effort to ensure that the quality knowledge is used for all processes and its interactions.…”

Sugestão De Etapas Para a Estruturação Da Gestão Empresarial De Pequenas Empresas

“…Na abordagem conhecida como gestão funcional a organização tem característica de silos com baixa capacidade de coordenação e baixa orientação a mercado (PAIM et al, 2008). O BPM não elimina as unidades funcionais, mas adota uma perspectiva horizontal para elas, dando prioridade à estruturação do fluxo de trabalho de ponta a ponta da organização, com ênfase nos interesses do cliente (PAIM et al, 2008).…”

“…Por fim, uma breve reflexão sobre o trabalho e sugestão de pesquisa futura. (RODRIGUEZ, 2010). Porém, Rodriguez (2010) afirma que a existência de um modelo é necessária para o adequado funcionamento empresarial, sendo a forma, estruturada e organizada, como ocorre a integração entre os sistemas internos e assegura o atendimento às estratégicas do negócio.…”

Toward a Business Process Owner Competency Framework

“…While process owners are considered responsible for managing processes little is known about what they are supposed to do beyond assuming responsibility for (a) process performance and (b) process improvement (Reijers & Peeters, 2010) In the absence of a specific process owner task framework general BPM tasks may be applicable to the process owner role. A literature review, for instance, found three categories of BPM tasks which bear relationship to process owners: designing processes; day-to-day management of processes; and fostering process related learning (Paim, Mansur Caulliraux, & Cardoso, 2008). However, this postulation is not supported empirically.…”

“…Armistead (1996) provided ten principles of managing business processes: (i) designate a process champion; (ii) know the process (iii) understand the linkages; (iv) work on the trade-offs; (v) teach others about the process; (vi) train within the process; (vii) measure the process; (viii) manage careers; (ix) build specialist expertise; and (x) improve the process. Three groups of tasks have been suggested: designing processes, day-to-day process management; and nurturing process related learning (Paim et al, 2008). Over time technology has become more relevant while interpersonal skills have become vital (Scholtz et al, 2011).…”