The EPPI View of Enterprise Process Performance Improvement

Linking HR Services to the needs of the business/ Enterprise – explicitly – requires a view of the business/ Enterprise that is authentic. I prefer to link things to process performance.

Click on graphic to enlarge – 11×17 – to view/copy…

 That linking to the processes might require an organization scheme to first picture processes – a somewhat difficult thing to do in many Enterprises – as processes are of varied lengths and complexity, themselves link to many upstream and downstream processes – are sometimes routine and sometimes on-demand – sometimes need to be rigid and sometimes need to be very to fairly flexible.

The 1st graphic above has morphed into newer views over the past 16+ years – since 1993 – but the portrayal of linkages hasn’t.

1- Portrays the need for an understanding of a Process Architecture (Tier 1 Views) – than can link directly to the organization chart and yet still portray the key value chains of the Enterprise and include the internal processes that tie indirectly to those – such as payroll processes, or the SEC reporting processes.

2- Is the famous Rummler Swimlane Process Maps (often attributed to Rummler-Brache and their 1990 book: Improving Performance – but I have swimlane process maps of Geary’s from Motorola in 1981)

3- Is the Performance Model charts that I have been using since 1979 to capture the details that are more difficult to portray on the Process Maps without jamming them so full that it’s hard to follow the flow of process.

4- Portrays the categories (since expanded) for Human enablers required to enable the Process Performance.

5- Acknowledges that it is often HR is the group internally that often, but not always is responsible for acquiring the Human talent with what is needed.

6- Acknowledges that it is HR and its Systems (bundles of processes) that is often, not always, responsible for meeting those needs.

7- One of the HR Systems that provides Recognition & Rewards (this view is much more expanded in my current views).

8- Another one of the HR Systems that provides Performance Appraisal (this view is much more expanded in my current views as well).

9- Another of the HR Systems that provides Development of people to meet the needs determine. 

10- The HR Systems that plans for and then acquires the human resources needed by the process currently and out into the future.

Today the view on these looks more like the following graphic…

Once you’ve got a view of the Enterprise Process Performance Architecture (EPPA) – also known by other terms – you can begin to articulate the individual processes both owned and not-owned-but-supported for every organizational entity. Of course not all organizational entities require such treatment – from an ROI perspective – but may be desirable due to the needs of an ERP system.

After the needs of the Enterprise Systems & Processes are determine – various Enterprise organizations “provision” – the enabling people and non-people things – to the Processes, thus enabling the Processes. I use the graphic below to help clients determine which of their organizations is responsible for provisioning such.

What’s in your view? 

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