Another good, early consideration when you're working to establish a process program is to align the initiative up front with the organization's business objectives. This may seem obvious, maybe even a given, yet it's one that can be easily overlooked. There can be a number of reasons for this. Often the champions that are striving to create the program simply assume that any process will further the business goals. Likewise, management may assume that the team chartered with program development is naturally keyed into the strategic business objectives.
But for an improvement program to be successful, it must not only fit the organization well, it must serve the organization well. It should be designed so that it finds its natural place in the order of the business. To do that, you should work with management to consciously tie the program to the company's business objectives.
And to do that, it's helpful to understand where the organization stands in terms of its strategic and tactical performance goals. You can use this positioning to derive the high-level process needs of the organization and then shape an approach to address these needs. Two activities are helpful here:
Elicit the business objectives of your organization.
Use these to shape the goals and scope of your process program.
Most successful process improvement programs share at least one thing in common: their processes are aligned with ...