Process Owners in Action
A two-day Stakeholder Workshop to accelerate business process management.
The role of the Process Owner is a challenging one, characterized by significant accountability with limited resources and authority. Because process ownership is relatively new to many organizations, people taking on the role have had little guidance, training, or opportunity to learn from peers. The purpose of this workshop is to illuminate the role, explore the challenges, offer practical approaches, and enable individuals to successfully navigate opportunities, constraints, and conflicting priorities. This is a course for Process Owners. Managers and Leaders seeking to improve their effectiveness and the staff and consultants supporting them.
Course participants will learn how to:
- Describe and justify the process owner role
- Staff the position effectively
- Negotiate responsibilities, relationships, and decision rights with function managers
- Guide the establishment of process measures and measurement systems
- Sponsor initiatives to generate improved process performance
- Manage conflicting priorities across processes and with function managers
- Coordinate with upstream, downstream, and support processes
- Establish and lead a process council for his or her own process
- Contribute meaningfully to an enterprise process council
Overview
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Logistics
Location: Onsite
Schedule: Course begins at 8:30 am on Day One and ends at 4:30 pm on Day Three
Tuition
Price varies with number of participants. For information email wpopper@fcbpartners.com
DAY ONE
The Role of Process in Modern Organizations
In today's turbocharged market environment, focusing on Process represents both a challenge and an opportunity. With complex organizational structures, bringing process to the forefront is a challenge to existing power structures. But, focusing on process is also the path to success in turbulent times.
The Process of Process Management
Process Governance is much more than identifying Process Owners. In truth, Process Owners don't really 'own' anything. A better title would be Process Steward. But, whatever we call it, this position entails a complex set of roles, accountabilities, decision rights, and structures that all need to work together. These are all part of the Process of Process Management.
The Particular Challenges of Process Ownership
The role, its responsibilities, why it matters, and how successful Process Owners add value. We address strategies and tactics, goals and objectives, challenges and responses, governance and influence networks.
DAY TWO
Mastering Scoping and Diagnostics
How to bound and understand one’s process and its moving parts – functional managers, front-line associates, tools and technologies. We examine process from a customer perspective, to understand both value and cost.
Measuring Outcomes and Improving Performance
The Process Management Cycle – bridging the gap between current and required performance. We introduce techniques for selecting measures, improving results, and sustaining performance.
Fitting Process Ownership into the Organization
This interactive session will focus on a set of exercises designed to help attendees identify the best path to improving process oversight into their own organizations.
Implementing Improvement Projects
How Process Owners guide projects and harvest benefits. We focus on project initiation, execution, redirection, and issue resolution, as well as cross-project prioritization and portfolio management.
Influencing without Authority
The people-side of process ownership based on stakeholder analysis and engagement, coalition building, and effectively answering the questions ‘Why change?’ and ‘What’s in it for me?’
Thriving at Process Ownership
This final module focuses on how to recognize, discuss, and resolve conflicting priorities and avoid getting stuck in arguments (e.g. local/global, process/function, standard/exceptions, people/systems, customer/shareholder, part-time/full-time) that slow the implementation of effective Process Leadership.