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Process Management

Definition of Process Management

Business Process Management (BPM) is a disciplined approach to identify, design, execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organization’s strategic goals.

Assistant: The assistant has minimal textbook knowledge and needs help connecting it to practice. The standard of work is unlikely to be satisfactory unless closely supervised. The assistant needs close supervision or instruction and has little or no concept of dealing with complexity. The assistant tends to understand actions in isolation and not in complete context.

Associate: The associate has a working knowledge of key aspects of process management. Straightforward tasks are likely to be completed to an acceptable standard. The associate is able to achieve some steps using their own judgement, but supervision is needed to complete the overall task. Associates can appreciate complex situations but are only able to achieve partial resolution. The associate sees their actions as a series of steps but does not fully understand the complete context.

Senior Associate: A senior associate has a good working background and knowledge of process management. A senior associate is capable of working in process management but their work may lack refinement. They are able to work with autonomy and achieve some steps of process management using their own judgement. The senior associate copes with complex situations through deliberate analysis and planning and sees their actions at least partly in terms of longer-term goals.

Professional: The professional has a good depth of understanding of the process management discipline and its area of practice. Their standard of work is fully acceptable and achieved routinely. The professional is able to take full responsibility for their own work (and that of others where applicable). They deal with complex situations holistically, and are confident in their decision making. They see the overall picture and how individual actions fit within it.

Senior Professional: The senior professional has authoritative knowledge of process management and a deep tacit understanding across the area of practice. They achieve excellence in their work with relative ease. They are able to take responsibility and go beyond existing standards to create their own interpretations of good process. The senior professional has a holistic grasp of complex situations and moves between intuitive and analytical approaches with ease. They see the overall picture and alternative approaches with a vision of what may be possible.

Principal:

How to Develop Process Management

University Courses:

Training / Other Courses:

  • Simplifying Business Processes Course –Linked In Learning
  • Cert prep: PMI Agile Certified Practitioner Linked In Learning
  • Understanding Agile –Linked In Learning
  • Putting ITIL into Practice – Linked In Learning

Professional Associations / Certifications:

  • ITSM & Project Management (e.g.: ITIL, ITSM, DevOps, PMP, ACP, ACPM)
  • Six Sigma
  • Industry Certs (e.g.: AWS, MCSE, etc.)
  • Business Process Management Training and Certificate – Orion Development Group

Books / Publications:

  • The Complete Guide to Business Process Management by Benjamin Brandall and Adam Hernshall
  • Checklist Manifesto by Atul Gawande
  • Fundamentals of Business Process
  • Management by Marlon Dumas, Marcell LaRosa, Jan Mendling, Jajo A Reijers
  • Business Process Management Practical Guidelines to Successful Implementation
  • Value-Driven Business Process Management: The Value-Switch for Lasting Competitive Advantage
  • Successful Business Process Management: What You Need to Know to Get Results by Paula Berman

Experiences that can assist the employee in his/her development:

  • Capture, organize, and make available personal Information Technology data and process knowledge to all individuals that may have a need to know.
  • Release management
  • Document a project through all 4 phases of the release cycle.
  • Planning
  • Building and Testing
  • Deployment
  • Review and closing
  • Quality Assurance and Testing
  • Help plan and design testing to validate that business requirements are being met.
  • Conduct tests as defined in the test plan and document the results
  • Verify test results conducted by other management teams.
  • Work with team members to identify potential process and project risks and preventions.
  • Customer Satisfaction
  • Create and administer customer facing surveys
  • Report on Customer Satisfaction publicly and in Operational Reviews
  • Manage a centralized feedback mechanism by:
    • Auditing OIT Services for consistent feedback mechanisms.
    • Providing first contact when feedback is received
    • Coordinate Service Improvements with Product Managers based on Feedback
    • Update customer on progress on their feedback
    • Notify customer when feedback has been implemented or declined
    • Award customer as appropriate for their idea
    • Monitor and Report on Incident Survey Feedback
    • Evaluation and Resolution of Constructive Feedback

How to Demonstrate Process Management

DO: Describe what you did in completing / achieving your development plan

ASSESS: Share, if applicable, any assessments that were taken / provided related to your activities

LEARN: Explain what you felt that you were able to learn during your journey / experiences

APPLY: Give specifics examples where you have / plan to make direct application to your work

REFLECT: Review / consider things you would have done differently had you had this experience earlier