Management processes are a key aspect of project management. They help guide the planning and execution of ordinary tasks within a project. Management processes create common language for what needs to be done, standardize reporting, and set quality standards for work products. These documents are also used to guide team members during normal circumstances, freeing the PM to focus on more pressing issues. Listed below are some examples of common management processes. Let’s discuss each one briefly.
Control process – this is where decisions and options are reviewed and made in an effort to achieve a specific outcome. Collaborative process – this involves a group of people who must come together to reach a common goal. The collaborative process – which involves team members – is a more collaborative process. The latter involves making a number of decisions and sharing them throughout the entire organization. Clearly defined business outcomes reduce the risk of errors or workarounds.
Status-driven process – this process has no specific beginning and end, and can complete at any step. It can also repeat and cycle on the same step. Parallel process – this involves parallel execution of activities, each branch of which must be completed at the same time. Flow chart is an example of business process mapping. It is an important aspect of total quality management. In addition to the flow chart, a process may also be categorized as a sequential process, in which a sequence of actions must be completed within a certain timeline.
In its extended context, processes can take on several meanings. A process is an ordered series of related activities that convert input into output. A value-added process, on the other hand, is intended to add value to the customer or the shareholder. An asset extension affects the quality of a product, service, brand, and differentiates the executor from competitors. In any event, a process is a key element of effective management, so it is vital to recognize the difference between a process and an asset.
In contrast, control processes provide the means for corrective action, resolution of problems, and overall improvement. They are also used to guide organizational behavior and foster accountability and responsibility. They provide a framework to guide the behavior of the workforce, and help to enhance organizational performance. They also sense when outcomes are at risk and decide how to respond appropriately. Forethought and agility are key characteristics of management processes. However, many competitors overlook this important process. Therefore, it is vital for the organization to understand and adopt the necessary processes.
Organisations can have up to eight core processes. The ability to identify these processes is essential to implementing a business process architecture. Operating processes help an organisation provide excellent service, but if they are ineffective, inefficient, or poorly managed, they can be a major strategic weakness. Core processes are the end-to-end processes that deliver value to internal and external clients. Core processes are therefore the critical foundation of an organisation’s success.
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