The authors discuss seven mistakes when managing processes, arguing that failure to manage processes is ultimately a failure to manage the business. What are any four of those mistakes?

Question

What will be an ideal response?

Answer 1

Answers will vary depending on which four mistakes are chosen. The full list of seven mistakes are:
1. Not Connecting with Strategic Issues. Is particular attention being paid to core processes, competitive priorities, impact of customer contact and volume, and strategic fit during process analysis?
2. Not Involving the Right People in the Right Way. Does process analysis closely involve the people performing the process, or those closely connected to it as internal customers and suppliers?
3. Not Giving the Design Teams and Process Analysts a Clear Charter, and then Holding Them Accountable. Does management set expectations for change and maintain pressure for results? Does it allow paralysis in process improvement efforts by requiring excessive analysis?
4. Not Being Satisfied Unless Fundamental "Reengineering" Changes are Made. Is the radical change from process reengineering the expectation? If so, the cumulative effect of many small improvements that could be made incrementally could be lost. Process management efforts should not be limited to downsizing or to reorganization only, even though jobs may be eliminated or the structure changed. It should not be limited to big technological innovation projects, even though technological change occurs often.
5. Not Considering the Impact on People. Are the changes aligned with the attitudes and skills of the people who must implement the redesigned process? It is crucial to understand and deal with the people side of process changes.
6. Not Giving Attention to Implementation. Are processes redesigned, but never implemented? A great job of flowcharting and benchmarking is of only academic interest if the proposed changes are not implemented. Sound project management practices are required.
7. Not Creating an Infrastructure for Continuous Process Improvement. Is a measurement system in place to monitor key metrics over time? Is anyone checking to see whether anticipated benefits of a redesigned process are actually being realized?