Major Killers to Process Management

By Phara McLachlan
May 16, 2018

Process management – whether business process management or IT process management – is based on standards. From an IT process management standpoint, major standards such as ITIL, CMMA and the ISO/SAM 19770 series are based on creating a controlled environment where experience and the right skill set will result in a successfully implemented IT project.

There are two major killers to any process management:

  1. Bureaucracy. Bureaucracy stops or interrupts the flow of work and often derails the project.
  1. Too much process. The desire to manage quality through process can take priority over producing the best results.

In order to successfully create a strategic process, manage it and garner results that lead to a solid return on investment, the following criteria must be met:

  1. Senior level buy-in on the program.Without this, you might as well stop what you’re doing because sooner or later, funding will stop or your group’s resources will be re-allocated. And, when we talk about the senior level, we’re not just talking about the ultimate decision makers (the CIO, COO, CFO, etc), but we’re also including your immediate manager and group director. People need to understand the strategy, the benefits and what resources are needed. The higher the discussion goes, the more you’ll need to shorten the message and show financial benefits. Without these senior executives, you may be mired in bureaucracy.
  1. Objectives and results.Before beginning any project, one needs to understand the objectives and set goals. By doing so, the focus is retained and there is a clear understanding of what results should happen. This allows everyone to manage expectations and prevents getting “stuck” in the process.
  1. A clear plan. As silly as this may sound, a clear plan and process with each step and who is responsible needs to be laid out. At the onset of the program and at various points, this much be reviewed and, in some instances, revised.
  1. Communications.  This is the most often overlooked portion of any initiative. Communication with your direct manager as well as to the decision makers on how the project is going and what to expect in the next steps. Communication with employees on any changes that are going to or in the process or happening. Communications with your team in terms of feedback in any capacity.