Process Management - Revision history

Andrea at 10:07, 30 March 2019

2019-03-30T10:07:49Z

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	===Brief Introduction into Process Management===		==Brief Introduction into Process Management==
	~~----~~

	Imagine you are an entrepreneur and start out small: In this case you are in a good position to monitor the activities of each employee; you can also easily judge whether the quality of their work is adequate for your needs.		Imagine you are an entrepreneur and start out small: In this case you are in a good position to monitor the activities of each employee; you can also easily judge whether the quality of their work is adequate for your needs.

	~~<p> </p>~~

	==Define the Processes==		==Define the Processes==
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	The groups of activities created in this way are called “processes”, and for each process it is exactly determined which activities are to be carried out and how these are sequenced. It is also defined which inputs each process requires and which outputs it produces.		The groups of activities created in this way are called “processes”, and for each process it is exactly determined which activities are to be carried out and how these are sequenced. It is also defined which inputs each process requires and which outputs it produces.
	<br style="clear:both;"/>		<br style="clear:both;"/>

	~~<p> </p>~~

	==Determine Process Responsibilities==		==Determine Process Responsibilities==
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	As the owner, you no longer steer your business by communicating with all of the employees directly, but mainly with these Process Owners.		As the owner, you no longer steer your business by communicating with all of the employees directly, but mainly with these Process Owners.

	~~<p> </p>~~

	==Monitor the Processes==		==Monitor the Processes==
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	This illustrates the significance of the so-called Process Indicators, which are the basis of Process Monitoring.		This illustrates the significance of the so-called Process Indicators, which are the basis of Process Monitoring.

	~~<p> </p>~~

	==Circle of Continuous Improvement==		==Circle of Continuous Improvement==
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	<td>Author:</td>		<td>Author:</td>
	<td><span itemprop="author">Stefan Kempter</span>, <span itemprop="creator copyrightHolder publisher">IT Process Maps</span>    <a rel="author" href="https://~~plus~~.~~google~~.com/~~111925560448291102517~~"><img style="margin:0px 0px 0px 0px;" src="~~/skins/Vector~~/images~~/itpm~~/bookmarking/~~gplus~~.png" width="16" height="16" title="By: Stefan Kempter \| Profile on ~~Google+~~" alt="Author: Stefan Kempter, IT Process Maps GbR" /></a></td>		<td><span itemprop="author">Stefan Kempter</span>, <span itemprop="creator copyrightHolder publisher">IT Process Maps</span>    <a rel="author" href="https://www.linkedin.com/in/stefankempter"><img style="margin:0px 0px 0px 0px;" src="/images/bookmarking/linkedin.png" width="16" height="16" title="By: Stefan Kempter \| Profile on LinkedIn" alt="Author: Stefan Kempter, IT Process Maps GbR" /></a></td>
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Andrea at 18:10, 4 February 2016

2016-02-04T18:10:24Z

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	Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.		Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.
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	==Define the Processes==		==Define the Processes==

	[[Image:thumb_epc.jpg\|frame\|right\|Example Process Chain]]		[[Image:thumb_epc.jpg\|frame\|right\|link=https://wiki.en.it-processmaps.com/index.php/File:Thumb_epc.jpg\|Example Process Chain]]
	If your organization grows, it is soon no longer possible to monitor all activities in detail.		If your organization grows, it is soon no longer possible to monitor all activities in detail.

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	==Circle of Continuous Improvement==		==Circle of Continuous Improvement==

	[[Image:pm_circle_en.jpg\|frame\|right\|Process Management Circle]]		[[Image:pm_circle_en.jpg\|frame\|right\|link=https://wiki.en.it-processmaps.com/index.php/File:Pm_circle_en.jpg\|Process Management Circle]]
	This closes the circle: Problems within processes are identified by the Process Owners by means of indicators, resulting in actions aimed at improving the situation. The success of these measures can again be verified looking at the indicators.		This closes the circle: Problems within processes are identified by the Process Owners by means of indicators, resulting in actions aimed at improving the situation. The success of these measures can again be verified looking at the indicators.

Andrea at 13:38, 11 September 2014

2014-09-11T13:38:02Z

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-<html><a rel="author" href="https://plus.google.com/111925560448291102517"><img style="margin:0px 0px 0px 0px;" src="/skins/Vector/images/itpm/bookmarking/gplus.png" width="16" height="16" title="By: Stefan Kempter | Profile on Google+" alt="Author: Stefan Kempter, IT Process Maps GbR" /></a></html>
+==[ Infobox ]==
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Andrea: /* Brief Introduction into Process Management */

2013-08-05T12:58:30Z

Brief Introduction into Process Management

← Older revision		Revision as of 14:58, 5 August 2013
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	<~~seo metakeywords~~="it process management" ~~metadescription~~="Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, ..." />		<itpmch><title>Process Management \| IT Process Wiki</title>
			<meta name="keywords" content="it process management" />
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	Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.		Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.

			<p> </p>

			===Brief Introduction into Process Management===
			----

	~~== Brief Introduction into Process Management ==~~
	Imagine you are an entrepreneur and start out small: In this case you are in a good position to monitor the activities of each employee; you can also easily judge whether the quality of their work is adequate for your needs.		Imagine you are an entrepreneur and start out small: In this case you are in a good position to monitor the activities of each employee; you can also easily judge whether the quality of their work is adequate for your needs.

			<p> </p>

	== Define the Processes ==		==Define the Processes==

	[[Image:thumb_epc.jpg\|frame\|right\|Example Process Chain]]		[[Image:thumb_epc.jpg\|frame\|right\|Example Process Chain]]
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	<br style="clear:both;"/>		<br style="clear:both;"/>

			<p> </p>

	== Determine Process Responsibilities ==		==Determine Process Responsibilities==

	As it would not be efficient for you to guide each individual employee directly, responsibilities must be delegated.		As it would not be efficient for you to guide each individual employee directly, responsibilities must be delegated.
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	As the owner, you no longer steer your business by communicating with all of the employees directly, but mainly with these Process Owners.		As the owner, you no longer steer your business by communicating with all of the employees directly, but mainly with these Process Owners.

			<p> </p>

	== Monitor the Processes ==		==Monitor the Processes==

	If the number of processes increases or if the business becomes more complex, monitoring success becomes more demanding.		If the number of processes increases or if the business becomes more complex, monitoring success becomes more demanding.
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	This illustrates the significance of the so-called Process Indicators, which are the basis of Process Monitoring.		This illustrates the significance of the so-called Process Indicators, which are the basis of Process Monitoring.

			<p> </p>

	== Circle of Continuous Improvement ==		==Circle of Continuous Improvement==

	[[Image:pm_circle_en.jpg\|frame\|right\|Process Management Circle]]		[[Image:pm_circle_en.jpg\|frame\|right\|Process Management Circle]]
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			<html><a rel="author" href="https://plus.google.com/111925560448291102517"><img style="margin:0px 0px 0px 0px;" src="/skins/Vector/images/itpm/bookmarking/gplus.png" width="16" height="16" title="By: Stefan Kempter \| Profile on Google+" alt="Author: Stefan Kempter, IT Process Maps GbR" /></a></html>
	<i><~~small~~>~~[[Main Page~~\|~~Home]]~~ > ~~[[Process Management\|Process Management]]~~</~~small~~></i>

	<!-- This page is assigned to the following categories: -->		<!-- This page is assigned to the following categories: -->
	[[Category:Process Management\|!]]		[[Category:Process Management\|!]]
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Andrea at 08:54, 19 July 2011

2011-07-19T08:54:08Z

← Older revision		Revision as of 10:54, 19 July 2011
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	Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.		Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.
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	== Define the Processes ==		== Define the Processes ==

	[[Image:thumb_epc.jpg\|frame\|right\|Example ~~Event-driven~~ Process Chain]]		[[Image:thumb_epc.jpg\|frame\|right\|Example Process Chain]]
	If your ~~organisation~~ grows, it is soon no longer possible to monitor all activities in detail.		If your organization grows, it is soon no longer possible to monitor all activities in detail.

	In order to maintain an oversight, you will therefore combine the activities into associated groups (for example retail, production or personnel). Where necessary and within larger businesses with a greater number of employees, a further subdivision is appropriate (e.g.: processing of client requests, processing of orders, execution of deliveries, etc.).		In order to maintain an oversight, you will therefore combine the activities into associated groups (for example retail, production or personnel). Where necessary and within larger businesses with a greater number of employees, a further subdivision is appropriate (e.g.: processing of client requests, processing of orders, execution of deliveries, etc.).
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	This closes the circle: Problems within processes are identified by the Process Owners by means of indicators, resulting in actions aimed at improving the situation. The success of these measures can again be verified looking at the indicators.		This closes the circle: Problems within processes are identified by the Process Owners by means of indicators, resulting in actions aimed at improving the situation. The success of these measures can again be verified looking at the indicators.

	This circle of continuous ~~optimisation~~ is the single most important characteristic of Process Management. The introduction of [[ITIL Processes\|ITIL Processes]] is only then effective and durable if this circle is closed.		This circle of continuous optimization is the single most important characteristic of Process Management. The introduction of [[ITIL Processes\|ITIL Processes]] is only then effective and durable if this circle is closed.

	As a consequence of this, norms such as the ISO 9000 family, [[ISO 20000]] and ISO 27001 also require the implementation of the Process Management circle, as a means to prove that the ~~organisation~~ is committed to continuous improvement.		As a consequence of this, norms such as the ISO 9000 family, [[ISO 20000]] and ISO 27001 also require the implementation of the Process Management circle, as a means to prove that the organization is committed to continuous improvement.
	<br style="clear:both;"/>		<br style="clear:both;"/>


			<i><small>[[Main Page\|Home]] > [[Process Management\|Process Management]]</small></i>

			<!-- This page is assigned to the following categories: -->
			[[Category:Process Management\|!]]
			<!-- --- -->

Andrea at 15:58, 1 January 2008

2008-01-01T15:58:05Z

New page

{|
! align="right" width="80%"|
! style="background:#DDDDDD;" align="right" width="20%"| [https://wiki.de.it-processmaps.com/index.php/Prozess-Management diese Seite auf Deutsch]
|}

Process Management and IT Service Management go hand in hand - ITIL states how the IT Service Management processes should be designed, while Process Management supplies the methods to implement and continually improve the processes.

== Brief Introduction into Process Management ==
Imagine you are an entrepreneur and start out small: In this case you are in a good position to monitor the activities of each employee; you can also easily judge whether the quality of their work is adequate for your needs.

== Define the Processes ==

[[Image:thumb_epc.jpg|frame|right|Example Event-driven Process Chain]]
If your organisation grows, it is soon no longer possible to monitor all activities in detail.

In order to maintain an oversight, you will therefore combine the activities into associated groups (for example retail, production or personnel). Where necessary and within larger businesses with a greater number of employees, a further subdivision is appropriate (e.g.: processing of client requests, processing of orders, execution of deliveries, etc.).

The groups of activities created in this way are called “processes”, and for each process it is exactly determined which activities are to be carried out and how these are sequenced. It is also defined which inputs each process requires and which outputs it produces.
<br style="clear:both;"/>

== Determine Process Responsibilities ==

As it would not be efficient for you to guide each individual employee directly, responsibilities must be delegated.

For this purpose it is practical to determine persons who are in charge of the processes previously defined: These ensure that the activities within a process are carried out as intended.

As the owner, you no longer steer your business by communicating with all of the employees directly, but mainly with these Process Owners.

== Monitor the Processes ==

If the number of processes increases or if the business becomes more complex, monitoring success becomes more demanding.

Without specific indicators, it is no longer possible to judge whether a process is being carried out „satisfactorily“. Verifiable values are required, as for example the duration between the receipt of an order and its delivery. These values serve as guidelines for the Process Owners, in order to be in a position to detect shortcomings and initiate improvements.

This illustrates the significance of the so-called Process Indicators, which are the basis of Process Monitoring.

== Circle of Continuous Improvement ==

[[Image:pm_circle_en.jpg|frame|right|Process Management Circle]]
This closes the circle: Problems within processes are identified by the Process Owners by means of indicators, resulting in actions aimed at improving the situation. The success of these measures can again be verified looking at the indicators.

This circle of continuous optimisation is the single most important characteristic of Process Management. The introduction of [[ITIL Processes|ITIL Processes]] is only then effective and durable if this circle is closed.

As a consequence of this, norms such as the ISO 9000 family, [[ISO 20000]] and ISO 27001 also require the implementation of the Process Management circle, as a means to prove that the organisation is committed to continuous improvement.
<br style="clear:both;"/>