In their May 2010 Column on process performance measurement, Alan Ramias and Cherie Wilkins provided some principles to avoid complications in creating effective process performance measurement systems. In their September Column they provided a tool for identifying appropriate process metrics linked to both customer and business requirements. In this, the third and final Column in their series, the authors address the issue of who is responsible for process performance. These three Columns provide an invaluable reference for all who are engaged in this important work.
Archive for ‘Performance Design Lab’
This book explores the notion of the “3-D Enterprise,” a sustainably successful enterprise where resources and value are managed in balance. As this notion requires a fundamental rethink of the act of management, readers are presented with an executive agenda for making the transition from a typical unbalanced approach to managing organization performance to a true 3-D Enterprise. This 2011 book serves as a companion to 2009’s “White Space Revisited.” Where WSR explored these concepts for a practitioner audience, “Rediscovering Value” was written for an audience of executives and managers.
Methodology for bridging the requirements gap between business needs and IT solutions, including definition of the business and the drivers for technology Needs addressed include: Delays in getting technology solutions Misunderstandings between business users and technology providers over needs, requirements, and methods Missed opportunities to capitalize on technology innovations, becoming uncompetitive Money wasted on [...] Read more »
Assist IT management to redesign IT department for better alignment with business and more effective product and service delivery. The result is more effective IT support to the business. Needs addressed include: Dissatisfaction with IT Costs and wasted effort Increased demand for IT services Mismatches between IT mission and demands
“Organization I.Q.” is a measurement and management system that helps companies achieve and sustain desired organization results. The Organization I.Q. acts as a cockpit for organizational decision-makers; providing them with timely and accurate information with which to plan, manage and execute performance of the value chain and the business. PDL works with clients to develop [...] Read more »
Assistance in helping management design an effective journey to becoming a process-managed organization. Typically includes most of the Process Services listed above. The result is an effective process-centered organization. Needs addressed include: Vision of becoming process-centered but no plan or insight about how to get there Stalled efforts Confusion about the goal or the [...] Read more »
Given a defined business process architecture, this service is to design and implement a formal governance infrastructure for key processes that is integrated with the organization’s existing management system. This service focuses on the process level, but is often a sub-set of Org IQ service. The result is effective process management and an end to [...] Read more »
This service puts the traditional six sigma approach into “organization as a system” approach and focuses on projects that contribute to strategic intent or competitive advantage. Includes design of the management system. The advantage to your organization is achieving real results from your six sigma investment. Needs addressed include: Languishing six sigma effort Lots [...] Read more »
This is PDL’s methodology for identifying and aligning an organization’s key business processes against business requirements. The architecture definition is also a critical step in determining how to organize and implement formal process management. This service is a precursor to Process Management System Design. Our approach provides clarity about what processes are critical and need [...] Read more »
PDL’s time-tested improvement methodology applied at the value chain (mega-process) level. The result is an optimized value chain and consistent delivery of value to customers. Needs addressed include: Misalignments in the value chain (e.g., new product development vs. sales, sales vs. delivery) Mismatches between value chain and market changes Cross-functional misalignments Dissatisfaction among key [...] Read more »