Process Excellence Governance

The words "process excellence governance" may include connotations of control and dictatorship, but in our sense it is about guiding and supporting an organisation to achieve excellence through its processes.

In striving towards process excellence we borrow some principles from Lean philosophy. In this case, achieving process excellence always with a human touch.

Five key elements form part of correct process excellence governance. These are:

  • Providing a pointer – Maturity Road Map (MRM)
  • Tracking clear Key Performance Indicators (KPI)
  • Quantifiable improvement portfolio
  • Process Excellence Structure
  • Progress Reviews
  • Supporting systems infrastructure

Let's take a look at each in a bit more detail.

Providing Process Excellence governance guidance through the Excellence Roadmap (ERM)

Avital tool used in process excellence goveürnace is the Excellence maturity roadmap.

An Excellence Roadmap is an invaluable tool to guide the organisation towards excellence. Not all processes are created equal with some more advanced then others.

An Excellence Roadmap is defined by the process owners with participation those that work with the processes. It sets forth a “to be” state. That is the ideal, typically benchmarked, process practices and procedures to maximise efficiency and effectiveness. It contains various levels of progress, for example basic->intermediate->advanced->excellence.

The process‘ is assessed against the road map criteria and its current state defined. Objectives are set to achieve the next levels within a specific period.


Tracking clear Key Performance Indicators (KPI)

Working in conjunction with the Maturity Road Map are a set of Key Performance Indicators. At the consolidated, highest level, these indicators are set by the leadership team and aligned with the organisations strategic indent.

These Key Performance Indicators are then cascaded down to process level with each process containing a set of measures. Typically these revolve around efficiency and quality / effectiveness.

The current performance of the KPIs are measured and compared to targets set.

Quantifiable Improvement Portfolio

Where the processes KPIs fall short of target, or in order to advance to a higher level on the MRM, a portfolio of activities and projects are to be executed.

A portfolio of improvement opportunities, projects and activities, are to be identified, prioritised, selected and resourced.

Process Excellence Governance Structure

Process Owners are required to define and manage processes towards excellence.

Typically the highest level (e.g. global / central) would accumulate best practices and define an appropriate excellence, and intermediate, levels for the organisation.

Local Process Owners work with the business, on the processes, to understand its current performance capability and excellence level, set its desired excellence target, and initiate and manage projects to achieve these targets.

The Project Management Office ensures the right projects are advancing and have the appropriate resources and champions involved.

Progress Reviews

Without introducing unnecessary bureaucracy, the progress against Maturity Road Map and Key Performance Indicators need periodic review and reporting. This is required to continue effective guidance of the organisation towards excellence.

Supporting systems infrastructure

Automation of reporting, tracking of project execution and portfolio and resource management, replication of best practices require an integrate system that removes the administrative burden, freeing the organisations resources to focus on creating true value.

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