System: Process
Name: Process
Based on: Designed Abstract System
A process
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 an essential element for the realization of a capability within an organization.
PDF: System Description: Capability as a System,
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 (Competency) 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.
Circular Principles
The three principles of the circular economy are:
- Design out waste and pollution
- Keep products and materials in use
- Regenerate natural systems
Within an Enterprise, the new product development process provides the way to understand the products and services being developed and delivered and look at the whole life cycle implications of the product or service to ensure that all biological and technological nutrients are recycled (e.g. turn into food for other processes).
The next picture is from the Ellen Macarthur Foundation and represents the three principles and the various flows.
Concurrent Engineering of the product or service will ensure that all stakeholders needs are represented including the Household, the Government (local and national), the financial institutions and ensures that waste is recycled into food for other consumers. Recycling applies to both the biological and technical nutrients produced as part of the product or service.
Note: The new product development process includes the full Product Management Life cycle including:
-
Design and Development of the primary product (including prototypes)
-
Design and development of the manufacturing process
-
The alignment and assessment of the full supply chain
-
The support / warranty services
-
The Return Services
-
The Recycle processes and services.
This product team would include representatives from all of the areas identified above.
These principles are shown in the Doughnut Economics pictures below:
Kate Raworth, 2017
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
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
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).
Relationships and interactions to other essential elements of the Organization