System: Process

Name:  Process

Based on:  Designed Abstract System

A process set of interrelated or interacting activities that use inputs to deliver an intended result. ISO 9000:2015. is a set of interrelated or interacting activities that use inputs to deliver an intended result. ISO 9000:2015.

Activities:descriptions of two or more activities to be carried out by people in the organisation. The activities also identify the Technology Interaction Points.

Inputs: The work products to be used or conditions necessary to carry out the activity

Interrelated or interacting: The activities within the process work together to produce the intended results required to achieve the objectives and goals of the process.

Intended Result: The intended result can be an output of a process, a product or service from the organisation. Other terms used are work product, outcome, etc.

A process is a necessary element for the realization of a capability within an organization.

Process is also called:

• Business Process

• Team Process

• Organizational Process.

Each process has a specific purpose and set of results or outcomes. A process is described in a process description.

The purpose of the Process as a system is:

• To identify the key activities to be performed by people to support a named Capability

• To create a process description in a consistent way to make it easy for people to use.

• To provide consistent guidance and information to support the Process

• To ensure that technology is aligned to the Process

• To ensure that training and examples are derivable from the process.

The following are key principles about process descriptions

• Activities, Decisions and Relationships are the core elements of business processes
• A person assigned to a role carries out activities (activity descriptions) that use and produce information or deliver an output / outcome.
• Critical activities are those that contribute to the achievement of objectives necessary to deliver the organisation's purpose.
• Processes are designed based upon knowing the skills, knowledge and experience of a person carrying out an activity.
• Processes must be owned and managed throughout the life cycle of a capability to deliver the required performance.
• Each process must have a capability owner responsible for managing the process development, implementation, improvement and performance
• Capability Managers are responsible for the development, implementation and improvement of the process.
• Capability Managers are responsible for the business case for the investment for use and improvement
• Activities within processes identify the Technology Interaction Point necessary for proper integration of technology into the work.
• Inputs and outputs of a process are work products. Work products may be documents, people, or assets.

Capability Development Stakeholders in a Capability Innovation Team developing a capability and the core process.

Organizations using a Capability

• People (Practitioners) that are part of the capability

• Managers who plan and realize the capability in their organization or team.

System Element: Identification and Relationships

The process documentation is made from using the Capability Innovation Life Cycle.

The following work product descriptions provide more details:

• Process Documentation (including Process Design Patterns)

  • Provides an overview of all process documentation

• Activity Description

• Role Description

Configuration / Scenario:

Describes any configuration / scenario attributes for a specific system-of-interest. This may not be appropriate for all system descriptions (e.g. patterns or abstract systems).