The Emerging Role of the Process Manager
How to Manage Core Business Processes
A Two-Day Seminar
In the post-reengineering business world, new job titles are emerging: Process Manager, Process Owner, Value Chain Manager, and Process Leader. Whatever you call this person in your organization, the responsibilities he/she will shoulder are critical to long-term business success.
"When a company has fixed its processes through TQM or reengineering, it hopes to end up with superior processes. But those processes still have to be managed. How they are managed will determine whether the company realizes their full potential."
David A. Garvin
Harvard Business School
You Will Learn How To:
- Identify core processes and the measures you will use to manage them
- Coordinate cross-functional efforts to focus on core process performance, strategic objectives and customer satisfaction
- Manage the process life cycle through design, implementation, optimization, and redesign and renewal
- Launch process optimization and redesign projects and other performance enhancement initiatives
- Facilitate cross-functional understanding of process management necessities (a.k.a. manage political conflict)
- Establish yourself as a valued leader for your company in the process management era
Building Operational Effectiveness and Strategic Advantage in the Post-Reengineering Era
The "reengineering revolution" is over. While management analysts debate its positives and negatives, one thing is undeniable: The most important impact of reengineering is the awareness of process it has created across all industries and sectors.
Business processes are the natural activities you perform that produce value, serve customers and generate income. Managing these processes is the key to the success of your organization. It requires a broad set of skills and competencies that few professionals possess.
Process Management: More than just mapping and redesign
Process definition and reengineering are merely a starting point. Well designed processes may perform flawlessly for months or years but ultimately entropy, business evolution and competitive forces will push you back to ground zero (or worse). To create and sustain your company’s strategic edge, process managers must be process design masters and much more. They must:
- Understand the relationships between operational effectiveness, corporate strategy and customer satisfaction
- Measure and manage cross-functional performance
- Manage the process life cycle and process improvement initiatives
- Balance your system’s technical capability with operational costs, market demand and risk management
- Recognize opportunities for process innovation
- Remove technical and cultural barriers to process-focused management
- Motivate functional managers to focus on business results and process customer objectives
Gain the Skills You Need To Succeed As A Process Manager
This combination of technical skills, people skills, political acumen, and strategic creativity is difficult to achieve. The Emerging Role of the Process Manager is your first step toward developing these competencies that are so critical to the success of your organization and your career.
You’ll Benefit Most From This Seminar If You Are A...
- Process Manager, Process Owner or Process Leader
- Service Line Leader, Value Chain Manager or Program Manager
- Mid- or upper-level functional manager who has responsibility over several processes or multiple links in your company’s value chain
- Manager in a process-focused organization
- Member of a process or organization redesign initiative
- Process analyst or consultant who supports Process Managers
- Manager who needs process management skills to excel in the post-reengineering business world
The Emerging Role of the Process Manager
SEMINAR OUTLINE
I. The Evolution of Process Management
- Total Quality Management
- Reengineering
- New models being used/tested today
II. Process Identification
- What is a Business Process?
- Work, Core & Support processes
- How to identify and classify your processes
III. Building a Process Strategy
- Differentiating between operational effectiveness and strategy
- Balancing stakeholders: The role of customer satisfaction
- Defining process purpose and value
- Selecting strategic process measures
- Using a Balanced Scorecard
IV. Managing the Process Life Cycle
- Balancing business needs and process capability
- Process states: "as is," "should be" and "could be"
- Assessing reengineering vs. optimization
- Process design
- System mapping
- identifying performance gaps
- Process mapping overview
- documentation and diagnostics
V. Monitoring Process Performance
- Data collection
- Probability, predictability and performance
- Understanding process variation as a management tool
- Statistical process control
- Managing the process as a business
- operational costs, market demand and risk management
VI. People, Politics and Process Change
- Dealing with people and politics
- leadership
- communication
- facilitation/conflict management
- Problem solving
- Project management
WHAT YOU WILL LEARN
- How to view your organization as a "whole system" rather than a collection of departments or discrete pieces.
- How to identify your core processes and clarify their real objectives.
- How to select the right measures that will focus all links of the process value chain on cross-functional performance.
- How to link strategic objectives and customer needs to process management.
- How to use system maps and process maps to assess the need for process improvement.
- How to analyze process data to recognize systemic flaws that require process redesign and performance fluctuations that can be addressed via more traditional management techniques.
- How to plan, launch and manage improvement or reengineering projects.
- How to resolve conflict and achieve buy-in from functional managers.
- How to facilitate the creation and implementation of process improvement solutions.
- How to be a leader in a process-driven company.
© Copyright 2007, Orion Development Group