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What is a Process Construct?

process-flow What is a Process Construct?

In line with "Theory 2P of work" we can only do work in one of two ways. This is doing something that we have done before, in other words it is repetitive; or doing things that we have never done before, which is non-repetitive. When we cycle work it is a process, and when we complete it, it is a project. In orgamatics, we assume that repetitive work will maintain things, whilst non-repetitive work will change things. To organise the work that we must repeat, we create a process construct; and to do so with work that we only do once, we create a project construct. Jointly these constructs define all the work of Org. I explain this theory in my blog post: "Grasping Theory 2P of Work".

In this post, I will focus on what a process construct is. I explain a project construct in my blog post: "What is a Project Construct?" A "process construct" is the implied intelligence that creates the genetic construct of any organisation. In other words, it is the organisational DNA that holds all the intelligence that Org needs to perform. I explain the intelligence of Org in my blog post: "Grasping Theory 2I of Orgtelligence". In precis, a process construct gives us the flow of activity that we need, so that  we can do repetitive work. Also, it holds the intelligence that such flow needs to run without the addition of tacit intellect (human intelligence).

To create a process construct, we must create process flow. In orgamatics, we hold that any purpose will create a process. Therefore, before we can create a process flow, we must define the purpose of the process. Where purpose turns to process, such will consume energy, which will ignite action that will produce a result. This is how we mostly do the work within Org. If we want to repeat this work, we must keep it relevant. To do that, we must stay intelligent, and if we want to sponsor this work we must foster relationships. Of course, I can summarize all that I have said in one word, which is "organisation". Therefore, a process construct is Org.

I explain how we create a process construct in my post: "How to engineer a process construct". In this post, I just explain what it is. One thing that I have learned through experience, is that a process construct is more than a process map. In fact, a process map is about 20% of the construct. The other 80% is defining the intelligence that we must lock within the construct. To grasp this intelligence, I divide the context of a process in two parts, which are: (1) the process environment, and (2) the process inputs.

A process environment has the following elements:

  • Risk exposure;
  • Opportunities;
  • Effective relationships;
  • Teams;
  • Customers;
  • Stakeholders;
  • Suppliers;
  • Competitors;
  • Political, economic, sociological, technological, legal, and environmental (PESTLE) factors that influence its effectiveness.

Process inputs are the following:

  • People;
  • Money;
  • Fixed and current assets;
  • Task activities;
  • Efficient priority relationships;
  • Time;
  • Authority;
  • Task functionality;
  • Behavior; and
  • A location.

We enable a process to perform if we efficiently organise its inputs. We secure its relevance if we effectively manage its environment. Jointly, the inputs and environment of any process gives the intelligence that it must have to perform and stay relevant. When an orgamatics process construct engineer develops a process, it goes beyond the drawing of boxes and arrows. It is an in-depth probing of the intelligence that drives and governs a process. In my blog post: "How to develop system and process briefs", I explain how we capture this intelligence.

The basic principles of a process construct:

  1. Where there is purpose, there is a process.
  2. Purpose (mission) is a process, not a semantic construct.
  3. A process holds its own intelligence, which we call implied intelligence.
  4. We can hold all the implied intelligence of Org within one core process, therefore any organisation is no more than a purpose with a process.
  5. To grasp the work of this core process, we create systems within it, which we then break down into levels with a myriad of child processes.
  6. Where a process needs to change we execute a project.
  7. Any process will aim to increase its own relevance while projects will strive to become irrelevant. This means that processes cycle, whilst projects end (Theory 2P of Work).

With these principles in mind, we build a process construct. Once we have this construct, we can use it in a myriad of ways, since we have defined risks, customers, targets, indicators of performance, etc. In fact, we have all the intelligence that we need to…

  • Mitigate risks;
  • Plan contingency;
  • Create strategy;
  • Manage performance;
  • Design structure;
  • Set up a budget;
  • Create relationships; and
  • Many other things…

It is vital to grasp that a process construct and a organisational structure (organogram) are two different things. The table below shows this difference…

Process Construct: Role Structure (organogram):
Organizes the work and focus of the organization. Organizes the people who must resource the construct.
Driven by purpose. Driven by intent.
Loyal to purpose. Overt loyalty to purpose and covert loyalty to ego (need for promotions, remuneration, etc.).
Purpose and task are the main focus during creation. Human resources are the main focus during creation.
​ Defines work. Defines roles.

I discuss organisational design and structure in other blog articles.

When you start working with a process construct, you will find that orgamatics process engineering is both unique and different to traditional engineering methods. Below is a table that shows how this method differs from the traditional approach…

Orgamatics Process Construct: Traditional Process Engineering:
Annihilate the idea of a structure and use the purpose of Org as a point of departure. Use structure as point of departure.
Structure, strategy, policies, and procedures follow the process construct. We assume that structure and strategy follow each other.
Process construct is the organisation. Structure and strategy are the organisation.
Purpose creates construct and strives to expand its relevance. Mission and processes are children of strategy.
We can only create strategy if we grasp the process construct. Processes are there to support the strategy.
Every organisation only has one process. We view the organisation to have many processes.

It is important that you follow-up your reading here, by reading the post: "How to engineer a process construct".

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How to engineer a process construct
How to become an Orgtologist

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