Making Process Governance Work

Samantha Searle presented some of Gartner’s research on how to set up effective process governance and ownership. She started with the definition of a process owner, and reinforced that it’s necessary to have someone accountable for delivering the business outcomes of an end-to-end process. A process owner is typically at the executive level, but doesn’t necessarily have all process participants reporting up to them; they’re not the process police, they’re more like an orchestra conductor, guiding skilled professionals to work together.

She identified a number of best practices for process ownership and governance:

  1. Identify clear responsibilities for BP owners, setting expectations, establishing objectives and agreeing on key responsibilities.
  2. Establish BP governance for a BPM decision framework, creating a RACI matrix (for example) mapping actions against roles.
  3. Set goals and gather data to improve process decision making, using a BP analyst in a support role.
  4. Get commitment to process ownership through incentives, since these people are rarely fully dedicated to that role.
  5. Assign collective responsibility for business outcomes, empowering the community and having each person understand their contribution.

[My formatting is a bit primitive here at Gartner BPM since I’m on the Android tablet with the WordPress app, and there’s no easy way to add lists. Update: hacking lists with direct html tags.]

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