Page 436 - Global Project Management Handbook

BUSINESS PROCESS MANAGEMENT 21-9

WBS- Months
Code Phase 1 2 3 4 5 6 7 8 9 10 11 12 13 14
1.1 Project management
P-Stat
1.2 Analysis
1.3 Technical planning
1.4 Commercial planning
1.5 Project implementation planning
1.6 Offer tracing
FIGURE 21.6 Bar chart based on a process-oriented structuring of an offer-development
project.

A bar chart based on a process-oriented structuring of an offer-development project is
shown in Fig. 21.6.
The process-oriented structuring of projects contributes to professional project man-
agement by
● Ensuring an integrated perception of projects that involves different organizations
of one or more companies
● Ensuring the completeness of the work breakdown structure because of the application
of a chronological way of thinking when structuring the project
● Providing a basis for the comparison of planned versus actual data in project control
because the actual data, for example, the cost data, occur according to the process of per-
forming work packages
● Providing a possibility for standardizing project plans according to a common process-
oriented structure because the processes in, for example, a construction project are con-
stant and the objects of consideration are changing (e.g., in a school building project
versus an office building project).
Standard project plans contribute to the organizational learning of the project-oriented
company. Project plans that are capable of standardization are, for example, work break-
down structures, work package specifications, and milestone plans.

Definition of Program-Specific Business Processes
Because of the uniqueness of programs, some business processes to be performed are not
defined and described yet. The definition and description of these business processes
therefore must be done within the program. Often these business processes are applied
more than once in the program. Therefore, corresponding standards can be created. The
development of standards contributes to organizational learning in the program. These
standards also constitute a central instrument for the integration of the projects in the
program.
For program-specific business processes, temporary business process owners must be
defined. As a member of the program team, the process owners are responsible for the
design and implementation of the business processes in the program and for quality con-
trol regarding performance of the business processes. Figure 21.7 shows the role of the
business process owner in the program organization.