Consultancy
Datagestuurd Werken Breng De Werelden Van Proces En Data SamenOrganisations can achieve significant gains in data-driven working if they bring process and data into closer alignment. It is up to the information manager and the process owner to streamline this as a coherent whole.
There are several reasons why it is difficult to connect process and data. First of all, in practice we see that responsibility for processes usually lies within the line organisation, while responsibility for data management is often assigned to a support function.
This fragmented responsibility creates the challenge of linking process and data. This is further complicated by the different ‘languages’ of data management and process management. The language of data is not a native one for many line managers, just as the language of process is not for data managers.
Even in organisational design, process and data are often developed separately, with no integrated data and process architecture in place. This highlights both the strength and the complexity of a well-designed and well-understood enterprise architecture.
Process owners and information managers are often the key figures in organisations when it comes to making data-driven processes a reality. What types of process owners and information managers are there, and what can they do to better connect process and data?
The process owner
The process owner is responsible for designing, reviewing, improving and managing a process. With a view to a data-driven process, the following types can be distinguished:
The novice process owner designs and improves the process and outlines the key performance indicators (KPIs) at a high level. The challenge is to translate these KPIs into the specific business process and to determine which data is required in order to manage it effectively.
The data-aware process owner is able to define KPIs at process level and recognises the importance of proper data capture throughout the process. The task is to work with the information manager to ensure that high-level reporting aligns more closely with the carefully defined process KPIs.
The data-driven process owner is able to manage performance based on established KPIs using a real-time dashboard. The targets are clear, so everyone knows when adjustments are needed. Based on actual process performance, the process owner can initiate improvement initiatives. The process owner actively involves the information manager in determining how management information can be enhanced.
The information manager
The information manager is responsible for organising and improving the organisation’s information flows. From the perspective of a data-driven process, the following types can be distinguished:
The novice information manager has access to large volumes of data from various systems. The focus is on obtaining as much process data as possible from supporting systems. The challenge is to gain clear insight into the specific information needs of process owners.
The process-aware information manager understands, at a high level, the needs of process owners and is able to provide them with standard reports. The challenge is to work with the process owner to improve data quality and to respond quickly to new reporting requirements.
The process-driven information manager enables process owners to actively manage process performance using a process dashboard. In doing so, the information manager makes intelligent use of all available data across different systems. They also think critically alongside the process owner about how the use of data can further improve process control.
De information manager and process owner
It does not matter where an organisation stands or how mature it is in terms of process management or information management. The key lies in taking the next step and working together.
Information managers: seek out the process owners and deepen your understanding of their processes. Together with the business, explore which data can be used as a basis for making important decisions. Try not to think in terms of limitations, do not worry immediately about poor data quality, but take a first step.
Process owners: seek out the information managers and learn more about the possibilities offered by data. Discover what insights the data already provides and develop a joint plan for what is needed to achieve reliable management information.
Ask yourself the following question: what decision am I making based on particular reports? If it does not support your decision-making, consider whether you actually need it. Start small by focusing on the most essential KPIs, and then gradually improve data quality and begin to manage actively on that basis. These experiences form the foundation for improving both the process and the data.
Conclusion
The process owner and the information manager can only make the vision of a data-driven process a reality together. After all, dashboards and tools only have value if they enable the business to actively manage performance. Likewise, even a meticulously designed KPI tree across the organisation is of little use if the necessary data is not available.
