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7 Lies have been told about Process Management

7 Lies have been told about Process Management 

Misconceptions that make the process useless, unproductive and cost zero, but in many organizations function as best practices, see 7 hoaxes we can bring headaches: 

1. To have “documentation” guarantees the life cycle of a process 

Documentation is one of the components of a process but does not indicate its success, because what brings efficiency to a process is the percentage of adherence during the execution of a project, ie, the fact that there is documentation to “support “does not indicate that they are carrying out the processes. This lie is actually two fallacies in one reviews the numeral 2. 

2. Lifecycle process 

The number 1 referred to the efficiency of the process, however the process life cycle corresponds to modeling, analysis, design and implementation, indicating that it has no relation with the efficiency of the process life cycle. 

3. Make processes to meet you say a Directorate / Administration / Department 

This is exactly working in silos, for what you “say” a Directorate may not always be aligned with the business strategy and the activities that take place outside of the Management, as there is the possibility that the bureaucracy of hierarchies, the war of egos, duplication of tasks or other factors are definitely worth eliminating the process. A process should not cater to the whims of management but the needs of a business.

4. Evaluate / audit processes and projects separately 

Just like that makes no sense, but there. The projects are going to run the process, so it is absurd to make this separation. The IT processes are designed to ensure that projects they had good practice, so if you say this do not let it get into your subconscious! 

5. Two or more processes can have common goals and tasks 

If you really are common there are two possibilities: It is duplicating information, or simply can unify the process. If possible unify consider whether this is a high-level process or thread, if the latter determine if embedded or reusable therefore well defined start and end, responsible, identify the product owner, make sure your target range and looking for business. 

6. Any process “must” have subprocesses 

Mistakenly is the belief that a process is a concatenation of Subprocesses, obviously misinterpreted the concept of not only process, but poorly used, thus the threads are a result of misuse. A SubProcess represents a composite activity, meaning that his work can be divided into a finer level of detail (eg another process). Thus, it is possible to get a sample of “hierarchical” process with different levels of detail in each level.

7. Audits make improvements 

Audits determine the level of compliance of a process, ie efficiency. The results of this are used for decision making and performance improvement, but does not generate an improvement in itself, that determine a plan for continuous improvement with which the audit is a tool for information. 
What other lies abound as good practice? If you liked this post and share comments, thanks!

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