21st May, 2014
I would like to make a comment on the guiding principle for Process Mapping. When we say “mapping”, we are referring to map something that is already in existence – something that is a historical existence – certain steps which are being operated – maybe certain number of transactions. There is another step that we need to consider when we map the processes and that is the “aspirational” aspect. Something that the process is not now but we want it to be. This is where the robustness of the process is created when you fulfil the aspirational need of the process – it’s desire to achieve excellence. In order to achieve this during a process-mapping exercise, we will have to distinguish between “as-is” and the “to-be” aspects. The “to-be” or “aspirational” aspects require integration of best practices and inputs from subject matter experts. The overall rider is – everything has to be tailored to the requirement of the process-output – complexity, measurable, deliverables, automation, tools, competence of resources – everything. Hence, what matters is the governance framework that we create over the tools and the methodologies selected for process- mapping. Since, there are so many tools and methodologies available, as seen from the recommendations above, it becomes all the more important that we select the one that is best for the organization and not what is best for others. Involving everyone while process-mapping is extremely critical. However, process-mapping is a combination of art and science. It requires both creative and methodological skills. Hence a selection of process-mapping team who has these skills as a “core-group” with a broad-based support of “involving everyone” takes care of elimination of errors (of different types) at the conceptual stage. CMMI model can be used as input while considering the “to-be” or “aspirational” aspects of process-mapping.
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Rajendra Khare (MD)
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