This Not a Step Per Se
It’s a positioning.
What if you needed to analyze an entire department or a function?
Here is my model for that … groupings of AoPs.
In L&D or T&D or a Knowledge Management department or function these Super AoPs exist at the Leadership level and the Core level and at the Support level.
A Super AoP may include many AoPs. Which I have grouped into the 3 sets of the model above.
Don’t confuse the grouping with a hierarchy – because I have found that Senior Managers focus more on Leadership AoPs. and Middle Managers focus on Support AoPs, and First Line Supervisors focus on the Core AoPs.
But – as always – it depends.
The Core Processes to be planned, assigned, managed and trouble-shot – might be:
- Product Line Planning
- Product Line ADDIE-like Development (or SAM or SAT)
- Product Line Deployment/Access
So you would add those too – a 4th grouping if you will.
And maybe you also offer Services as well as tangible and digital products. Add those in too.
As always – it depends.
Look at Your Organization Chart This Way
As a network of departments of AoPs. And not every department or function does all of the Super AoPs.
Say it with me now: as always – it depends.
AoP Branches from Enterprise to Division to Business Unit to Function to Department
Your Enterprise and focus might differ.
And again – as always – it depends.
It depends on the number of levels in your Enterprise and otherwise how it is structured.
In every level and every box – it’s all about Performance Competence … and that is not “as always – it depends.”
The Big Picture of Enterprise Process Performance Improvement
I’ve learned – was taught by people and by experience – to start Analysis of the Process itself – before the Human enablers and the Environmental enablers.
Or of you prefer: the Environmental enablers and then the Human enablers.
But IMO/IME start with the Process. Another not “as always – it depends.”
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