Remember the last article, Process Management (1)-From process to process, remember our sample table? Let's enrich it into a process planning document to be filled in this chapter:
When we plan the process, the focus is to fill in the contents of the above form, and the main points that need to be paid attention to are as follows:
If everything works well within the enterprise, is there no need to make a process? Usually, the problem will be covered up. When an enterprise is at the forefront and its business grows very fast, its performance can cover most of the problems, but it does not mean that the problems do not exist and all the problems of the enterprise cannot be solved. Therefore, process management should be taken seriously as the daily management of enterprises.
Let's take the project review process as an example. What is the purpose of the project review process? The purpose of project evaluation is to improve the success rate of the project. The success rate of a project means that the project has reached the expectations when it was established after completion.
For another example, what is the purpose of attendance management process? The purpose of attendance management in most enterprises is to improve the normal attendance of employees.
You can usually think about the process purpose of your own enterprise, and all processes should be formulated on a quantifiable key indicator. If the indicators do not exist or cannot be quantified, there will be problems in the implementation of the process.
As far as the project review process is concerned, the indicator is the success rate of the project, so the annual indicator of the project review process can be defined as 75%. If the success rate of the project is 60% without project review, in order to improve the success rate of the project, 15% of the most likely unsuccessful projects must be rejected during the project review process to achieve the purpose of formulating the process.
Looking at the project review process, if the review team is too strict in predicting the success of the project in order to improve the success rate of the project, it is likely to waste some opportunities. Therefore, it is necessary to set a lower limit for the success rate of the project. For example, the success rate of the project must not be higher than 85%, otherwise, you will increase the success rate of the project to 100%, which means that many project opportunities may be lost.
The coverage of the process mainly includes the following categories:
Regional/departmental scope: some processes will be formulated for specific departments/regions. For example, the sales management process in South China is limited to the South China market; Software R&D management measures will only involve software R&D departments.
Job/Responsibility: This process only applies to specific positions/responsibilities. For example, the attendance management process is generally only for ordinary employees, excluding the general manager and above.
Scope of work: This process is formulated for specific work contents, such as the project management process for the project workflow.
Effective time range: Generally, there is an effective time range for process execution, for example, the probation period is about 3 months, and then the formal execution stage is entered, or the effective period of formal execution is 2 years, and then the process is improved.
After determining the coverage of the process, participants should be selected according to the departments, positions and members involved in the coverage, and all stakeholders should participate in the formulation of the process to ensure the successful implementation of the process.
Process participants come from process stakeholders, and the process leader should do a good job in organizing and communicating with the participants. Therefore, the process owner must be recognized by the relevant parties. Therefore, the functional leaders of all participants and the direct managers of all participating departments should also exist as participants in the process, so that the goals and objectives of the process can be agreed from top to bottom, so that the process can be successfully implemented.
Remember the influence of the manager's quality on the process mentioned in the previous chapter "Process Management (1)"? Process planning can be a top-down process or a bottom-up process, but the success of process execution must be a top-down process. Therefore, getting the support and recognition from superiors is the first priority for process planners to persuade and get support.
The risks to be considered in the overall process planning mainly include the following aspects:
Leadership/management risk: This kind of risk is often the first. If the enterprise's execution and corporate culture are not strong, even if many processes are well formulated, it is doubtful whether they can be implemented.
Risk of participants: The risk from participants mainly focuses on whether extra workload is needed during the process execution. If a process does not require participants to do any extra work or do little extra work, then the process will go more smoothly. Of course, if the purpose of the process is to restrain the behavior of participants, then the resistance will be greater in the implementation process.
Tool/method risk: The simpler the tools used in the process of process execution, the greater the probability of successful process execution. For example, if the current management and office tools need paper approval every time they go through the process, it will be much more difficult to implement.
Management technical risk: mainly refers to the definition and collection of process target data and stage data. The more accurate, objective and quantitative the definition of relevant data, the less difficult it is to implement and the higher the success rate.
Reward and punishment risk: mainly rewards and punishments for the quality of process execution. The more reasonable the system, the more obvious the promotion of process to efficiency and quality.
Cost-benefit risk: The investment in all processes is ultimately to obtain better benefits. However, the cost of process construction itself is very high. Therefore, the more detailed the cost-benefit analysis, the higher the success rate of process implementation.
According to different types of risks, we should adopt different ways to avoid them and formulate countermeasures. The risk avoidance plan should be included in the whole process management plan.
Here, I will focus on process definition indicators and stage data, which should be open, transparent and available in real time. At the same time, the automation of the process, the training before the implementation of the process and the corresponding reward and punishment mechanism are all important means to reduce the risk of the process.
Process quality is a measure of process execution results, and the highest goal of process quality is to reach the target range determined at the beginning of process establishment. The realization of process quality is limited by the establishment of process quality evaluation system and the implementation of process management means.
The process quality evaluation system is an all-round evaluation system, which should at least include the following aspects:
Process participation: refers to the contribution of participants to the process itself in the whole process of process planning, formulation, training, implementation, supervision and control, feedback and improvement;
Process execution degree: refers to the detailed degree of process execution by participants, which is reflected in the management requirements of the process system on the one hand and the supervision of process execution on the other. That is, on the one hand, whether there is emphasis on following the process, on the other hand, whether the supervision and auditing efforts are sufficient;
Process data integrity: whether the process data (files, tables, statistical data, etc.) are complete. ) accurate, complete and punctual delivery.
Process execution result: refers to the target value after the final process execution.
Process management means is the way and method to promote the successful implementation of the process. On the one hand, it lies in the establishment of reward and punishment mechanism, on the other hand, it lies in the establishment of daily training system, on the other hand, it is also related to the monitoring and tracking of process execution.
For example:
In order to implement the attendance management process, Enterprise A has established corresponding systems according to the above three aspects:
Reward and punishment mechanism: set up attendance award and monthly award, and pay bonus for the current month's salary, which is 5% of the salary; Late arrival/early departure 1 time/month will be subject to the internal informed criticism of the Division; For those who arrive late/leave early 1 time or more and 3/time or less, except informed criticism, the salary of 1 day will be deducted; If the cumulative time of being late/leaving early reaches 3 hours/month, the salary of 1 day will be deducted; Once the employee's attendance record is found, the two parties and the functional manager will be interviewed, and the salary will be deducted for three days. The informed criticism in the company will not be adjusted for one year.
Daily training system: at the beginning of the process, conduct attendance management training by department to ensure that everyone knows and attaches importance to the company's attendance regulations; Conduct attendance management training for new employees, and the content of attendance management is highlighted in the new employee induction manual (reflected in the first chapter).
Monitoring and tracking of process execution: establish attendance management system, and send the attendance record of the previous day by email the next day for employees with attendance problems; Employees can log in to the attendance management system at any time to view their daily real-time attendance records.
In the process planning stage, we should fully consider the time and cost consumed from planning to execution of the whole process.
Time not only refers to the time required to make a process, but also includes the time required for all participants (not just process makers) to plan, make, execute and monitor the whole process.
When arranging the time plan, the time estimation in the planning stage focuses on the determination of single communication time, communication times and communication content; The implementation and monitoring process should cover at least a complete process quality evaluation cycle (usually quarterly statistics, which can also be adjusted according to the actual situation, such as monthly evaluation of attendance management process).
Cost refers not only to the cost of purchasing tools/systems, but also to the actual costs such as extra workload, office supplies consumption, statistical analysis of process data, process training, rewards and punishments, and human time costs.
The extra cost paid by participants must be included in the cost estimation, so that the subsequent cost-benefit analysis can be more accurate.
Stage work plan is to plan the formulation and implementation of the process, which usually includes the following aspects:
Generally, the stage work plan should be listed until the end of the first process evaluation cycle. Like the above plan, the content of the execution and control stage is on the left, and the content of the planning and formulation stage is on the right.
Pay attention to the content of process documents. The process document is not only the work flow chart, but also includes the operation specifications, detection methods and process tables involved in each stage, which will be explained in the next chapter.
PS: Traveling with family in other places during the Qingming period may affect the quantity and quality of updates, and the content will be revised and improved later.