- “All business processes operate like a production line” – No, some need to be rigorously defined and controlled, some are subject to individual interpretation. Objectives can be to minimise variation, to satisfy variable customer demand or to deal with a unique situation.
- “You can show the sequence and interaction of the processes in an organisation in a 2-dimensional diagram” – No, the relationship amongst processes in an organisation is too complex to show in this way.
“Everyone involved in carrying out one or more task within a process:
- - knows what the overall process is” – No, especially if there is lack of internal communication, or if they are managed by department
- - knows what the objectives of the process are” – No, people often do something because that is what they did last week / their boss told them to / that is the next thing in the in-tray
- - knows (or cares!) who else is affected by the process and how it operates” – No, it may not even enter their heads
- - knows who receives the Output(s)” - why would they look beyond their own task?
- “A process is a procedure” – No, a process description is (one form of) procedure, but the process exists whether or not it is defined.
- “A flowchart is a process” – No, it is one way to represent a process.
- “A process is a document” – No, it is “how work gets done” ie activities not words.
- “Every step in a process adds value” – if only…!
TEN COMMON MISCONCEPTIONS ABOUT BUSINESS PROCESSES
ANOTHER TEN MISCONCEPTIONS ABOUT BUSINESS PROCESSES
TEN REASONS WHY PROCESS MAPPING / MANAGEMENT IS OF VALUE
TEN POINTS TO REMEMBER WHEN DEFINING A PROCESS
TEN MISTAKES TO AVOID WHEN DEFINING A PROCESS
TEN OBJECTIVES WHEN CREATING A PROCESS DESCRIPTION
Ian Leaver of independent analyst Forward Look explains "user-centric process management"software.
TEN FEATURES TO CONSIDER FOR PROCESS MAPPING / MANAGEMENT SYSTEM SOFTWARE
PROCESS MANAGEMENT GLOSSARY