Metodología De Gobierno Corporativo

Business Process Governance Methodology
Filename: BPA Business Process Governance
Document Version: 1.0
Release Date: 01/08/01
Author(s)
IMPACT Information Technologies

Business Process Governance

Document History
Version
Number
1.0

Version
Date
01/08/01

Reason for Issue
Original Procedure Release

Printed: 10/04/02
BPA for ERP - Business Process Governance
Page 2 of11

Approval
Initials

Release
Date

Business Process Governance
Table of Contents
Introduction....................................................................................................................... 4
Assumptions ...................................................................................................................... 4
Governance Model............................................................................................................ 4
Business Process Definition Project Methodology (by Division) .................................. 4
Ongoing Business Process Management......................................................................... 5
Integration with ERP and Other Business Objectives.................................................. 5
Glossary ............................................................................................................................. 7
Governance Model ............................................................................................................ 8
Business Process Governance Model Signoff ............................................................... 11

Printed:10/04/02
BPA for ERP - Business Process Governance
Page 3 of 11

Business Process Governance

Introduction
Every organization relies on a wide variety of specific processes to manage operations and accomplish business
objectives. Each process has a particular purpose and many are sequentially linked to other processes, increasing the
logistical complexity needed to maintain efficiency.Though these processes are important assets of the
organization, they often are neglected, falling into disuse or misuse and, in turn, impairing operating effectiveness.
Frequently, some significant organization initiative, such as implementing new enterprise-wide computer systems,
refocuses attention back to the underlying processes on which the organization relies. Such events remind us thatBusiness Process is a fundamental component that must be well defined and managed to ensure the long-term
success of the organization.
The purpose of this document is to discuss a model for governing an organization’s Business Processes. The Goals
of this Governance Model are to identify, refine and document an organization’s business processes; and to establish
effective ongoing management ofthese processes as they change.

Assumptions
This discussion assumes that:
• The organization is a business enterprise comprised of multiple divisions.
• Each Division has objectives particular to its operations (Divisional Objectives).
• There are some objectives common to all divisions (Global/Corporate Objectives).
• There are additional objectives mutual to divisions that share commoncustomers, products, manufacturing
processes and business models (Intra-Divisional Objectives).
• Like any well-managed asset, Business Process should have a specific person responsible for it, a Business
Process Owner.
• Since people perform most processes, it is good to have input from and acceptance by those involved when
developing and managing Business Process.
If these assumptions and theimportance of Business Process Governance are accepted, four key resources emerge as
factors vital to success: the Business Process Owner, the Core Team(s), the Extended Team(s) and the Divisional
Signoff Authority (Executive Team).

Governance Model
This Governance Model is comprised of two basic elements – defining current Business Processes and ongoing
process management.

Business...