If you’re a large enterprise, you may be using different applications and processes to support local, national, and global initiatives. On those different levels, separate applications may be needed to manage unique sales, marketing, or IT processes.
The difference in processes, methodologies, and application tools may lead to inefficiencies in management, such as:
- Higher cost of managing multiple applications
- Lack of consistent governing structure
- Inconsistent or incomplete performance measurements
A typical enterprise cannot usually leverage one application for sales, marketing, and IT purposes. Using multiple applications to manage different internal and customer-related processes is in most cases necessary to ensure efficiency and quality customer service. The problem, therefore, is not that the enterprise has too many applications to manage – but that the enterprise cannot effectively manage all of them without some sort of centralized documentation of each application’s attributes and processes.
Without a central location for application-based data, data gets stored at seemingly random locations throughout the enterprise’s storage and resource structure. While process and metric information about an enterprise’s European sales resides on one server, information about their European customer support system may reside somewhere else. This stratification and distance between processes can cause a number of problems in terms of efficiency:
- Difficult to apply Change Management to all enterprise applications
- Difficult to access application information at any given point
- Difficult to measure the efficiency of each application to ensure quality performance
- Difficult to identify and diagnose problems in a timely manner
- Difficult to understand how different business processes affect one another
This explains the need for a Centralized Process Repository. As we noted in our previous post, a Centralized Process Repository (CPR) is critical to the success of the enterprise’s process strategy. It stores the following information about each of the enterprise’s applications at the process level:
- Resources required (software, equipment, personnel)
- Cost (direct and indirect)
- Owners and stakeholders
- Applications enabled by the process
- Separate processes effected or supported by the process
- Data points that measure the process’ value to the organization
- Frequency of execution
- Details regarding how the processes is carried out
The enterprise may not be able to consolidate their applications into one larger application. They may also be unable to devote time to improving each one individually. Adopting a CPR, however, establishes a consistent framework for governing each application by consolidating all process data into one accessible location – requiring any change to a process to be documented by a governing entity. This ensures the accurate measurement of process performance, since performance data points and change updates are stored in one reliable location.
The CPR improves an enterprise’s process performance by maintaining the information needed to measure, improve, and control business processes. We emphasize this to our clients to ensure their success as an efficient enterprise. In addition, the CPR promotes an understanding of the cross-functional nature of the enterprise’s processes – encouraging cross-departmental collaboration by focusing on the relationships between internal processes, end-to-end.
Thirsty for more? Contact us here.
Image courtesy of Patrick Lane Photography.