Typically, the process opportunities can be classified across three categories:
- Harmonization: Standardizes an existing process across the organization
- Optimization: Improves an existing process to be more efficient or effective
- Transformation: Introduces a new or significantly different capability
The chart is completed by identifying the different program roles and the responsibility of each role across the different categories. In the above example, the project core team is responsible to identify all opportunities and present any key decisions. The new opportunity/decision is presented to the project’s business lead(s) and other subject matter experts, as required, for their review. This ensures the “doers” have buy-in.
Upon the business leads’ approval, the change or decision is presented to the next level. For those decisions that standardize or improve an existing process, the project steering committee should review and approve. For proposals that significantly alter a process or introduce a dramatically different capability, the decision on whether this is good for the organization needs to be made at the executive or C-level. Again, this is to secure buy-in. Additionally, all decisions must be documented to avoid revisiting the same issues (which inevitably will occur).
Enabling this type of governance model and the supporting documentation will prevent decisions from being re-visited. They key is to start bottom-up and work your way through the organization depending on the significance of the change or decision.
The model outlined is an example and should be tailored to suit the organization and the type of changes that are being proposed. Most importantly, any decision model should identify who is responsible, accountable, consulted, and informed (RACI) as well as clearly outline the decision-making path.