Process Centric Thinking

What do we mean when we say “process-centric” thinking? What we mean is that individuals, groups or teams and even an entire organization sees their work and activities being driven by or related to process first, rather than person, technology or information first. Remember that a process is a structured set of activities that take inputs and convert them to outputs that help to satisfy business, customer or user outcomes. When we look to accomplish work or produce a good or service we are going to do that in a structured way (a process). To paraphrase Dr. W. Edwards Deming, “…if you cannot describe your work or what you do as a process, you do not know what you do.”

A “process-centric” approach should not imply that you should forget completely about people, technology or information. These are important factors in completing the production of goods and services. It is that these other factors make the process possible. In turn, a process relies on these elements to work most effectively, efficiently and economically. People run processes; technology facilitates processes; information makes processes flow. Without these elements, a process becomes simply a set of steps on a flowchart.

By focusing first on process we can tie the other three elements together and see how they work in tandem to produce the best value possible. They do not get in the way of process; rather process gives these elements a track or guide to follow. Processes help establish the boundaries in which people, technology and information can operate. Establishing boundaries, rather than strict command-and-control mechanisms (which often lead to micro-management), provides the freedom for creativity, innovation and improvement. Processes allow us to govern and management according to norms; rather than managing everything by exception.

So do you and your organization see the world through the lens of process? As stated, process should not be the only lens you use to achieve your goals. Process, however, should be one of the main perspectives you take.

Comments

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group. As a service provider, we can’t stop there! We must know what the contracts of our service offering are and be able to put them into context as required by the customer. Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include: Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods. Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you. You the consumer own these and they are yours to take with you. ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...

Search