qpr management tools enabling process consulting assignments

8/14/2019 QPR Management Tools Enabling Process Consulting Assignments

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QPR Management Tools Enabling Process Consulting Assignments

Copyright © 2007 – Jude Chagas Pereira

IYCON FZ LLC

All rights reserved.



“Sustaining Your Adaptive Advantage™” of 7

Introduction

A large number of organisations use consultants to deliver Business Process Definition

projects in order to gain documented benefits from such initiatives.

In reality, while benefits will accrue to the end customer from such initiatives, the very

absence of an enabled process to deliver these assignments will impact the effectiveness

of the delivery.

Consulting companies are increasingly implementing Process Tools such as QPR to

more effectively deliver on such projects, as well as to enable the end customers to

seamlessly continue to reap benefits of these initiatives on an ongoing basis.

Challenges in delivering Process ConsultingAssignments

The traditional Process Consulting Assignment usually consists of the following steps.

1. A consultant facilitator leads the discussion and review with management and

staff providing information about current practices.

2. Another consultant takes notes of what is said and what is decided.

3. The consultants return to their offices and convert their notes into documents

using separate text and diagramming tools; usually Microsoft Word and Visio.

4. Some days later the draft documents are submitted for review by the meeting

attendees, who by this time will have other priorities on their mind.

5. They may wait several days before reviewing the document and when they do

they have difficulty recalling what was said.

6. Changes to the draft document are suggested by attendees. Another meeting

may be held to resolve disputes between individual views but trying to get theoriginal attendees together is difficult and by the time they have reconvened

recollection of their original discussions is poor.

7. Error and compromise introduced through the extended process are repeated in

all functional areas of the organization being reviewed.

8. Every time changes are introduced the consultants need to ensure that they

correctly modify both the text and the associated diagrams - not only in terms of

synchronizing the wording and flow but also ensuring the integrity of the

process. For example, if entry of a resource is removed from an order taking

process (e.g. selecting the Sales Rep) associated references to the resource

should also be removed (such as a subsequent debt collection activity for the

Rep).

9. The delivery of the consulting assignment is usually documents in MicrosoftWord or Visio.

10. With the constant pressure to change processes and improve efficiency a

company needs a regular process review program, at least quarterly, rather than

waiting till inefficiencies are impacting the bottom line. However, review and

maintenance of the Word and Vision documents makes the process review

exercise so problematic that they are undertaken rarely, if ever.




2. Planning a rapid deployment.

QPR ProcessGuide can be used to plan a rapid deployment. Using the advanced

user rights, different team members can be:

a. Assigned the rights to modify or view different main processes and sub

process structures.

b. Sensitive processes can be protected with rights being assigned toselected team members and other members having no access.

Benefits:-

Sensitive information is protected through user rights, although with

appropriate permissions, this can be viewed along with the entire model.

Team members can work on their allotted sections, and if provided view

access to others work, will be able to get a “big picture” view of the

processes very quickly. This will lead to better documentation of the

processes and process alignment.

3. Executing the assignment

At the team level the following would be the steps taken on QPR ProcessGuide

to complete the assignment.

Execution is usually very quick as the time is spent on creating process

structures and QPR ProcessGuide generates other associated information which

would otherwise need to be created.

a. The Process diagrams are first created by placing the responsible

“organisation elements” onto the process map.

b. Sub Processes and activities are then arranged based on inputs from the

Process Owner.

c. Existing

documentation

and procedures

can be attachedto the process

maps creating a

front end

repository.




d. Processes can be version controlled based on revisions and discussions

with the customer.

e. Full audit trail logging at the process model level and the individual sub

process level enable accountability for changes made to the process

model.

f. Process Models can be “checked out” for use offline from the server,

enabling full process modelling capabilities while at the customer’s site.

Once the team members are back in office, the process model will be“checked in” to the server and changes made will be replicated.

g. Team leaders and Project Managers get to view the latest available

process model on the server with all associated linked documents and

other details.

h. Creating “Responsibility Matrices” is also very simple on the process

maps. Within a QPR process map, the responsible designation (“doer”)

is defined by the organisational unit band which moves horizontally

across the processes. For each subprocess and main process (and

activity if relevant) QPR allows us to select the designation of the

process owner or accountable person for the process. This is graphically

defined by the designation of the process owner on the process box

itself.




It is possible to generate a summary report by designation as shown under. This report

can be filtered for an individual designation or provide a report for all designations.

i. It is also possible to add Job Descriptions & Competencies for each

position on the Organisation Hierarchy. Within QPR, custom attribute

fields are created within the process model. The required custom

attribute field can then be assigned to the organisational units and filled

up as required. Having the job description linked to be organisational

unit allows easy verification of whether the tasks being performed by

the position described is adequately reflected in the job description in

terms of dimensions accountabilities and skill sets. j. In the screenshot below, we can see that on the left side we have the

organisational chart with the reporting hierarchy, and for the selected

job position on the right side we have the different fields of the job

description.

qpr management tools enabling process consulting assignments

Documents