如何建立起自己的流程管理知识体系？
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一、为什么要做流程管理
1、适应市场环境变化的需要
市场需求和企业运营之间形成了一种矛盾：既要满足不同客户的需求，又要保证批量化生产的商业利益。如何平衡，企业的运营管理必须更加精细，流程管理是一条必经之路。
灵活与批量的平衡——流程管理是必经之路
2、数字化转型的需要
数字化转型的本质是业务转型，流程是业务的呈现方式及载体。流程是数字化转型的基础及底座，脱离业务本身的数字化转型是没有意义的。流程管理做不好，数字化转型就是空中楼阁。
数字化转型——流程管理是基础
3、组织形态演进的需要
随着市场的变化，要从强调稳定运行中的效率到追求动态适应中的创新，组织的形态也要不断进化。职能型组织有一些痼疾，会产生“部门墙”，已经越来越不适应时代的要求，要努力向流程型组织演进，让集体的理性取代个体的英雄，以适应这个快速变化的时代。
组织形态的演进——从强调稳定运行中的效率到追求动态适应中的创新
部门墙是怎么产生的——职能型组织的痼疾
职能型组织的典型特征
流程型组织的特征——集体的理性取代个体的英雄
二、什么是流程管理
1、流程与各种管理要素的关系
战略目标是收获，流程是河道，制度是堤坝，职能是行政村，风险内控是闸门，信息化是管道，工作任务是水。流程是企业运营的众多要素之一，跟其他要素是相互融合、相辅相成的关系。
流程与水渠——流程的形象理解
2、流程与制度相辅相成
制度是人们的行为规范，流程定义了做事情的路径。流程有连续性、结构化、精细化的特征，所以只有流程管理才能够使管理更精确。流程和制度相辅相成，两者融合结合，是现代企业管理的必经之路。
管理的两条腿——制度是规范，流程是路径
3、流程管理是体系化方法
流程管理要形成体系才能充分发挥作用。管理范围包括三个层面：最小的范围是流程生命周期管理，是流程管理核心的技术性工作。中间的范围是运营管理体系集成，是流程管理的延伸应用。最大的范围是流程型组织建设，是一个企业持续进化的长期目标和结果。流程管理要从小处着手，逐步扩展，形成体系，持续完善。
流程管理和流程管理体系
三、怎么做流程管理
1、启动准备
企业实施流程管理需要具备五个要素：规划、组织、机制、方法和文化。流程规划要立足企业现实，与战略目标和实现策略相匹配，不切实际的规划是灾难的开始。流程建设需要三层组织（领导小组、执行组、专业实施团队）和四类角色（流程经理、流程管理员、流程所有者、流程应用者）。实施流程管理之前，确立相应的规则，可以事半功倍，包括：流程管理的制度、流程管理的流程和流程建模规范。
流程管理的推进策略——有勇有谋方能成事
流程规划——规划恰到好处，建设就成功了一半
流程管理的组织和角色——专业的人做专业的事
流程管理的规则——要体系必规则
2、战略牵引
流程管理是为实现企业的战略目标服务的，流程体系的建设必须以战略为牵引。一个科学的战略管理模型，在流程体系的支撑下，可以将战略从理想变为现实。战略管理分为战略规划、战略解码、战略实施、战略评价四个部分、八个活动。战略规划是流程建设的出发点，经典工具是SWOT分析法。
战略管理模型——理想可以很丰满，现实也可以不骨感
流程战略管理：战略规划——SWOT分析法最经典
3、框架搭建
从宏观的战略分解到具体的流程，我们需要一条路径：从战略、商业/运营模式、业务模式、业务策略直至流程。这条路径和流程框架的分级结构是类似的，因为流程的框架结构就是战略落地过程的一个不同颗粒度的视图。战略分解的第一步，就是业务架构的搭建。
战略管理：战略解码——战略到流程的路径
战略管理：战略解码——什么是商业模式
战略管理：战略解码——什么是运营模式
战略管理：战略解码——业务模式和策略，企业差异性的基因
EA企业架构——企业的顶层设计
企业的业务架构模型——企业管理的四梁八柱
业务架构——之一：战略
业务架构——之二：市场营销和售后服务
业务架构——之三：生产
业务架构——之四：供应链
业务框架——之五：研发
业务框架——之六：质量管控
业务架构——之七：管理与支持
4、流程梳理
梳理好业务架构，只是理清了流程层次结构的顶层框架，还要进一步梳理显化流程，才能最终形成流程体系。梳理显化前，我们要清楚三个关键问题：谁来做？理想还是写实？做到多细？还要明白流程是与场景相关的，流程场景就是流程运行的环境和条件，符合场景的流程才是好流程。另外还要选好合适的流程表达语言和流程管理软件。
流程的层级结构——流程体系成为体系的关键
流程场景——没有场景，就没有端到端
流程表达的语言——质量管理体系过程方法的延伸
流程管理软件——到底哪款适合您
5、绩效分解
流程体系搭建好后，可以基于流程分解建立企业更加科学的绩效指标体系，从而确保战略的有效落地，也为流程体系运行的检查监督奠定良好基础。
战略管理：战略解码——战略绩效有效分解落地的三维模型
战略管理：战略解码——一个实例学会基于流程分解绩效
战略管理：战略解码——业务绩效和流程绩效是什么关系？
6、文化培育
文化是企业管理中不可或缺的部分，不管我们引入什么样的管理方法和工具，要想良好运行，都需要有相匹配的文化，以文化人，事半功倍。建设流程型组织需要技术手段，也需要在企业中培育流程文化：客户意识、系统思维、权责观念、契约精神。
流程文化——之一：客户意识
流程文化——之二：系统思维
流程文化——之三：权责观念
流程文化——之四：契约精神
7、实施落地
一个企业在规模比较大并且活动被高度重复的情况下，只有实现过程的标准化，才能保证结果的稳定性，这就是流程对于企业运营最大价值。要想流程体系有效落地、发挥作用，流程要实事求是，设计要满足三点要求，运行有五种必要方法。
战略管理：战略实施——运营管理标准化，流程的核心作用
流程落地的前提——不要让流程“起飞”
流程落地的方法——真信真做真用
8、IT支撑
流程体系的建设，为IT系统的设计打下了很好的基础。反过来，IT系统的建设，又可以支撑流程体系更好的运行，流程管理与IT建设相辅相成。在流程体系建设运行到一定程度后，进一步引入IT的支持，将起到“倍增器”的效果。
基于流程的IT规划和设计——流程的连通消除IT的孤岛
9、总结评价
如何评价流程体系的建设运行效果，为流程体系的持续改进指明方向，可以采用流程成熟度这种工具。
流程成熟度——到达诗和远方要几步
10、优化改进
一个体系要稳定运行，就要按照PDCA的循环不断持续改进。流程的优化改进有三个层次：流程活动优化、流程场景优化和业务模式优化。
流程优化：三个层级——从腠理到骨髓
翻译：
How to build up your own process management knowledge system?
By summarizing the “old package talk process” in the previous series, combing the relevant content from the three aspects of why, what and how to do, and giving you a reference.
You want to feel good, but also please support a lot of attention, like, forward
First, why do process management
1, adapt to the needs of the changing market environment
There is a contradiction between market demand and business operation: it is necessary to meet the needs of different customers, but also to ensure the commercial benefits of mass production. How to balance, the operation management of enterprises must be more refined, and process management is a necessary way.
Balance flexibility with volume – Process management is the way to go
- The need for digital transformation
The essence of digital transformation is business transformation, and process is the presentation and carrier of business. Process is the foundation and base of digital transformation, and digital transformation apart from the business itself is meaningless. If process management is not done well, digital transformation is a castle in the air.
Digital transformation – Process management is the foundation
- The need for the evolution of organizational form
With the changes of the market, the form of the organization must evolve from emphasizing efficiency in stable operation to pursuing innovation in dynamic adaptation. Functional organizations have some chronic diseases, will produce a “department wall”, has become increasingly unable to adapt to the requirements of The Times, to strive to evolve to the process organization, so that collective rationality replaces individual heroes, in order to adapt to this rapidly changing era.
The evolution of organizational form — from emphasizing efficiency in stable operation to pursuing innovation in dynamic adaptation
How did the department wall come into being – a chronic disease of functional organizations
Typical characteristics of functional organization
The hallmark of a process organization is that collective rationality replaces individual heroes
What is Process management
- The relationship between process and various management elements
The strategic goal is the harvest, the process is the river, the system is the dam, the function is the administrative village, the risk internal control is the gate, the information is the pipeline, the task is the water. Process is one of the many elements of enterprise operation, and other elements are mutually integrated and complementary relationship.
Processes and canals – Pictorial understanding of processes
- Process and system complement each other
The system is the norm of people’s behavior, and the process defines the path of doing things. Process has the characteristics of continuity, structure and refinement, so only process management can make management more accurate. Process and system complement each other, the integration of the two is the only way to modern enterprise management.
The two legs of management – the system is the norm, the process is the path
- Process management is a systematic method
Process management should form a system to give full play to its role. The scope of management includes three levels: the smallest scope is the process life cycle management, which is the technical work at the core of process management. The middle range is operation management system integration, which is an extended application of process management. The largest scope is process-based organization building, which is the long-term goal and result of the continuous evolution of an enterprise. Process management should start from a small place, gradually expand, form a system, and continue to improve.
Process management and process management system
Three, how to do process management
- Start preparation
The implementation of process management in enterprises needs five elements: planning, organization, mechanism, method and culture. Process planning should be based on business reality and match with strategic goals and implementation strategies. Unrealistic planning is the beginning of disaster. Process construction requires three layers of organization (leadership group, executive group, professional implementation team) and four types of roles (process manager, process manager, process owner, process user). Before the implementation of process management, establish the corresponding rules, which can get twice the result with half the effort, including: process management system, process management process and process modeling specification.
The promotion strategy of process management – brave and resourceful can achieve things
Process planning – Planning is just right, and construction is half the battle
The organization and role of process management – professional people doing professional things
Process management rules – to the system must be rules
how to do process management
- Strategic traction
Process management is to achieve the strategic objectives of the enterprise service, the construction of process system must be driven by strategy. A scientific strategic management model, supported by the process system, can transform the strategy from ideal to reality. Strategic management is divided into four parts: strategic planning, strategy decoding, strategy implementation, strategy evaluation, and eight activities. Strategic planning is the starting point of process construction, and the classic tool is SWOT analysis.
Strategic management model – the ideal can be very full, the reality can also not bone
Process Strategic Management: Strategic Planning – the classic SWOT analysis
how to do process management
- Frame construction
From the macro strategic decomposition to the concrete process, we need a path: from strategy, business/operating model, business model, business strategy to process. This path is similar to the hierarchical structure of the process framework, in that the process framework structure is a different granular view of the strategy implementation process. The first step of strategic decomposition is the establishment of business architecture.
Strategic Management: Decoding strategy – the path from strategy to process
Strategic Management: Decoding Strategy – What is a Business Model
Strategic Management: Decoding Strategy – What is the Operating model
Strategic Management: Decoding strategy – Business models and strategies, the genes of enterprise differentiation
EA Enterprise Architecture – the top-level design of an enterprise
Business architecture model of enterprise — four beams and eight pillars of enterprise management
Business Architecture – One: Strategy
Business Structure – II: Marketing and after-sales service
Business Architecture – Part Three: Production
Business Architecture – Part Four: Supply chain
Business framework — Part 5: Research and Development
Business framework – sixth: quality control
Business Architecture – Part 7: Management and Support
how to do process management
- Process sorting
Sorting out the business architecture only clarifies the top-level framework of the process hierarchy, and it is necessary to further comb out the manifest process in order to eventually form the process system. Before sorting out manifestation, we need to be clear about three key questions: Who will do it? Ideal or realistic? How detailed? Also understand that the process is related to the scene, the process scene is the environment and conditions for the process to run, and the process that conforms to the scene is a good process. In addition, the appropriate process expression language and process management software should be selected.
The hierarchical structure of the process – the process system becomes the key of the system
Process scenarios – Without scenarios, there is no end-to-end
The language of process expression – an extension of the process approach of quality management system
Process management software – which one is right for you
- Performance decomposition
After the process system is established, a more scientific performance indicator system can be established based on the process decomposition, so as to ensure the effective landing of the strategy, and also lay a good foundation for the inspection and supervision of the operation of the process system.
Strategic management: Strategy decoding – effective decomposition of the three-dimensional model of strategic performance
Strategic Management: Strategy Decoding – an example of learning to break down performance based on process
Strategic Management: Decoding Strategy – What is the relationship between business performance and process performance?
how to do process management
- Cultural cultivation
Culture is an indispensable part of enterprise management, no matter what kind of management methods and tools we introduce, in order to run well, we need to have a matching culture, with cultural people, get twice the result with half the effort. The construction of process organization needs technical means, but also needs to cultivate process culture in the enterprise: customer consciousness, system thinking, power and responsibility concept, contract spirit.
Process culture — one: customer awareness
Process culture – II: System thinking
Process culture – III: Concept of power and responsibility
Process culture — fourth: the spirit of contract
- Implementation
In the case of a large scale enterprise and highly repetitive activities, only the standardization of the process can ensure the stability of the results, which is the greatest value of the process for the operation of the enterprise. In order to effectively land the process system and play a role, the process should be realistic, the design should meet the three requirements, and there are five necessary methods for operation.
Strategic Management: Strategy implementation – standardization of operations management, the central role of processes
The premise of the process landing – Don’t let the process “take off”
Process landing method – really believe really do really use
how to do process management
- IT support
The construction of process system lays a good foundation for the design of IT system. In turn, the construction of IT system can support the better operation of the process system, and process management and IT construction complement each other. After the construction and operation of the process system to a certain extent, the further introduction of IT support will play a “multiplier” effect.
Process-based IT planning and design – Process connectivity eliminates IT silos
- Summary evaluation
How to evaluate the effect of the construction and operation of the process system and point out the direction for the continuous improvement of the process system can adopt the tool of process maturity.
Process Maturity – A few steps to poetry and beyond
- Optimization and improvement
In order for a system to operate stably, it is necessary to continuously improve according to the PDCA cycle. There are three levels of process optimization: process activity optimization, process scenario optimization and business model optimization.
Process optimization: Three levels – from bone marrow to bone marrow
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