Mind your “Ps” and “Qs”

No one says it’s easy to run a business.

Once you have  strategy, infrastructure, people, products/services and customers, and take care of these assets, success in business mostly is all about minding your P’s (Processes) and Q’s (Quality).

Fundamentally, business is all about converting inputs to outputs.

The way business gets done is via processes and if you put your processes in line and manage your processes within an ACM/BPM environment, staff will make consistent use of your processes and quality will improve as a result from such consistent use.

ACM/BPM environments typically accommodate any mix of structured versus unstructured work.  ACM delivers overarching “guardrails”, BPM delivers “guidance”.  The data you collect and analyze will open the door to process improvement.

Sounds logical, so why do the pieces not always fit together?

One reason is planning needs to be continuous. Things change rapidly these days so you have to update your strategies, re-shape your infrastructure, take steps to retain your people and your customers, sunset old products/services when the time is right and be constantly on the lookout for new opportunities.

One reason that does NOT need to exist is the achievement of seamless workflow across projects/silos.

Workflows derive from process templates, the templates come from process maps, process maps are descriptions of processes and these processes must, at all times, be supportive of strategy, which changes.  Everything is connected.

Given a mapped set of processes, you can roll these out within a run-time automated resource allocation, levelling and balancing (RALB) environment that can provide orchestration and governance (guidelines and guardrails, if you prefer) for both structured activity as well as ad hoc activity across projects/silos.  If the environment does not accommodate both structured and unstructured ah hoc interventions your ”solution” will fail to manage anything from 10% to 90% of the total work.

The environment needs to recognize that total time to reach an objective includes not only the time to perform work but also time gaps between steps along a workflow.  No point only measuring the time to perform steps because, again, your “solution” may not be a good one.

The environment also needs to recognize that it is not the “center of the universe” in that it needs data from local and remote 3rd party systems and applications and it needs to output data to such systems and applications. This is interoperability.

If you want your business to enjoy ongoing success, make sure you have orchestration, governance and interoperability.

All three are core to minding your P’s and Q’s.

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, connect-the-dots law enforcement investigations, healthcare services delivery, job shop manufacturing and b2b/b2c/b2d transactions. (C) 2010-2018 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Adaptive Case Management, Business Process Management, Case Management, Data Interoperability, Decision Making, Operations Management. Bookmark the permalink.

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