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Do
more in less time. Provide
reliable, stable services. Improve
development and business satisfaction. Provide the infrastructure to support
Business Transformation for improved productivity, reduced cost and improved
reliability. That is what it takes
to succeed in Government today. But
the only way to achieve these results is by rethinking the way your
organization works, from the ground up.
Today, the most frequently successful approach to accomplishing this is through
process innovation, the implementation and management of a new organization
from a process perspective. Figure
1 shows a view of the process centric
model for an operations organization.
Many organizations
are self-directed towards a siloed focus and functional organization.
Moving from a functional organization focus toward a process organization
focus represents a model shift. Employees no longer operate only in a
traditional organization of vertical silos, such as design, installing and
testing. Instead, the
organization moves toward a process view that cuts across silos, by creating
horizontal processes that involve members of multiple departments, as well
as support staff and customer.
A
shift to this new model will impact the roles of many people in the organization,
including the mangers and executives. Just
as the staff must take on new roles, the managers and executives must also
adapt. The first step is to
recognize that a traditional functional management approach, by itself, will
not work.
As a result, the
organization is transforming itself from a functional management orientation to
include a process management orientation. In
this new model, the management framework must support each process both
individually and as part of an integrated system of processes.
The
new environment implicit with this new model requires mutual trust, open
communication, mutually accepted definitions of process roles and
responsibilities, and a process management framework.
This document defines these new roles and responsibilities, lays out the
organizational structure and overall procedures that the organization will
implement in managing the critical elements of this transformation.
This transformation is of essential importance to a High Performance
organization. The High Performance organization’s chief attribute is Speed that is enabled by managed,
streamlined processes.
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