System: Process

Name:  Process

Based on:  Designed Abstract System

A processClosed set of interrelated or interacting activities that use inputs to deliver an intended result. ISO 9000:2015. is a set of interrelated or interacting activities that use inputs to deliver an intended result. ISO 9000:2015.

Activities:descriptions of two or more activities to be carried out by people in the organisation. The activities also identify the Technology Interaction Points.

Inputs: The work products to be used or conditions necessary to carry out the activity

Interrelated or interacting: The activities within the process work together to produce the intended results required to achieve the objectives and goals of the process.

Intended Result: The intended result can be an output of a process, a product or service from the organisation. Other terms used are work product, outcome, etc.

A process is a necessary element for the realization of a capability within an organization.

Process is also called:

  • Business Process

  • Team Process

  • Organizational Process.

Each process has a specific purpose and set of results or outcomes. A process is described in a process description.

The purpose of the Process as a system is:

  • To identify the key activities to be performed by people to support a named Capability

  • To create a process description in a consistent way to make it easy for people to use.

  • To provide consistent guidance and information to support the Process

  • To ensure that technology is aligned to the Process

  • To ensure that training and examples are derivable from the process.

The following are key principles about process descriptions

  • Activities, Decisions and Relationships are the core elements of business processes
  • A person assigned to a role carries out activities (activity descriptions) that use and produce information or deliver an output / outcome.
  • Critical activities are those that contribute to the achievement of objectives necessary to deliver the organisation's purpose.
  • Processes are designed based upon knowing the skills, knowledge and experience of a person carrying out an activity.
  • Processes must be owned and managed throughout the life cycle of a capability to deliver the required performance.
  • Each process must have a capability owner responsible for managing the process development, implementation, improvement and performance
  • Capability Managers are responsible for the development, implementation and improvement of the process.
  • Capability Managers are responsible for the business case for the investment for use and improvement
  • Activities within processes identify the Technology Interaction Point necessary for proper integration of technology into the work.
  • Inputs and outputs of a process are work products. Work products may be documents, people, or assets.

System Quantity Properties

  • Number of Roles Defined or shared

  • Number of Activities in the Process

  • Number of completion criteria

  • Number of improvements

Systemic Quality Properties

  • Ease of use
  • Consistency of outcome
  • Planning accuracy

Systemic Capabilities or Functions

  • Each process provides unique functions and capabilities when used in a capability.
    • These functions are described in the process outcomes.
    • functions for measurement and reporting (performance evaluation and status)
    • Functions for information management.(records management / configuration management)

System States

The various defined states that the capability as a system-of-interest can be in.

  • Identified (as in an architecture)
  • Planned (a team has been established)
  • Designed.
  • Developed.
  • Piloted
  • Rolled-out where used
  • Maintained
  • Improved
  • Retired

Capability Development Stakeholders in a Capability Innovation Team developing a capability and the core process.

Organizations using a Capability

  • People (Practitioners) that are part of the capability

  • Managers who plan and realize the capability in their organization or team.

The Capability that incorporates the process forms the environment of the process.

See the Capability

System Element: Identification and Relationships

Process as a System Conceptual Model

The process documentation is made from using the Capability Innovation Life Cycle.

The following work product descriptions provide more details:

  • Process Documentation (including Process Design Patterns)

    • Provides an overview of all process documentation

  • Activity Description

  • Role Description

Configuration / Scenario:

Describes any configuration / scenario attributes for a specific system-of-interest. This may not be appropriate for all system descriptions (e.g. patterns or abstract systems).

Cyclical (Repeating / Regular) Processes

The activities identified in the process form the regular and repeating processes when the process is used.

These are triggered by the events identified for each activity

  • Trigger: Entry point for an activity: Process: Actions to carry out the activity for the person with an identified role.

Changes are identified for a process based upon use. The normal Change Process is used.

  • Trigger: Issue / improvement based upon use Process: Record the issue / improvement in the capability improvement log.

Development Life Cycle Processes

Development activities take the process through the life cycle of Capability Innovation Life Cycle. Any improvements are coordinated by a Capability Innovation Team. The capability innovation team uses the capability models, capability set models, and strategic plans to determine the changes to the life cycle of a process. (See Capability).

References

The following references support this type of system-of-interest.