Risk in the project – cutting the branches on which he sits

I used to write about business processes in the context of defining them in a functioning company, formulating there Principle III – violation of the status quo. Now, I propose to develop this topic, indicating the milestones of the project aimed at designing new processes that optimize the company’s function.
The initial phase is usually based on justification, explanation of objectives and tasks, and indication of project participants. Employees were eager to learn about defining processes especially in the context of workload, responsibilities and additional tasks. There were a lot of examples, as this and others must still look for information, segregate information, process it and adapt it. In a word, we are dealing here with the workers’ complaining and hope that the process map will help them at work. Everyone was eager and ready to be involved in the project of defining business processes.
There is “Plus” in the project. We gained commitment and willingness to work. This will pay off until the first modeled processes appear in the “how it is and what it should be” layout.
The next phase is modeling the whole and defining roles in each process. And here “Minuses” begin, because usually you should indicate the leader, owner, participant of the process. Naturally, each employee looks for their role and usually evaluates it in terms of their status quo, that is their position in the organization. The scope of competence of the current director, manager and employee may change. Not everyone is willing to accept such a change proposal. Proposition (!), Because this is still a project. What do you think is happening in the organization then? And the next question: how should change be managed in such a situation? How many will we have willing, committed to further work involving the implementation of changes?
It turns out (I am arguing based on my own experience) that, in most cases, project teams will reduce their numbers. And here is another “Plus”. Unfortunately, we will not be able to make changes with those whose professional interests are at risk, though they do not really have to.
It also turns out that the social pressure of the staff is so great that the project is running out. Management often bends under such pressure and makes changes only where it deems it absolutely necessary or postpones the ad acta project.
Yes. Take action:
• changing the organizational structure before launching the business process mapping project. But in this case, it is worth the management to undergo thorough training so that organizational changes are optimal. Is it possible at all? I think so. The condition is one: the management must know your organization and know what tasks are performed in each of the company’s departments. Only then can you start planning a business process project.
• marketing, encouraging participation in the project. After all, we care about the involvement of the participants. It is worth taking care of the advertising of these activities, showing the strengths and weaknesses, and above all justifying the changes.


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