Issues in any business process is divided into two categories of strategic issues and operational issues. What are the differences between these two types of issues and how are they covered during business analysis and planning.
Hi Aly, probably you should consider a theoretical background, e.g. Rummler or Harmon, consider the use three layers instead of two. This leads that the "issues" should be decomposed in three layers until the work being develop.
I think that could be also relevant to clarify what is an issue, namely if is solved using objectives. This helps because the decomposition tries to solve "issues" using more specific objectives in the bottom layers.
Hope this helps!
Pedro
Hi Dear Pedro and thanks for your response.
Would you please explain the three layer analysis of business process. In our practice, from the information systems perspective even there are four layers regarding the issue which I labeled for determination of my objective. Issues are the breakdown matter related to respective objective at any level of business process. but more specifically the issue I called as the critical point in which needs special attention. This is very significant for decision making to identify issues in a specific manner and to cover them completely.
Thanks
Ali
Consider Rummler, G. A. (2004). Serious Performance Consulting According to Rummler (1st ed.). International Society for Performance Improvement.
The levels considered to decomposing the problem are: organizational level; process level and activity level (work).
Paul Harmon gives three also: Strategy, Business Processes and Implementation (Human or TI)
Office of BPM of Tregear three layers: strategy, processes and project.
They give different perspectives to solve the business issues that are aligned with the strategy. The strategy is considered as a context for the development of an improvement, that is implemented at job done.
I think that you should analyse Serius Performance Consulting, the book its around a fictitious organization and how to solve using a systematic approach a business issue.
In my opinion, operational issues deal with (effective & efficient) execution of current processes and strategic issues deal with the identification, implementation and execution of alternative paths that can yield better results.
In my opinion there are three levels of process management (also three levels of process issues):
Strategic: which major initiatives should we start and what are their goals.
Tactical: selecting the right way of realizing each initiative.
Operational: plan, design, execute and supervise day-to-day activities, which lead us toward strategic goals.
Thanks to Fahad and Borut for their answers.
@Fahad, if only in operational level we consider the effectiveness and efficiency and then what is the difference for strategic if we consider alternative options? Actually, this is a matter in which they are the same. planning, design and execution should be distinguished and distributed in different levels for better evaluation of the process.
@Borut, could you be more specific about the initiatives and in which phase (plan, design, execution) you consider them.
Hi Ali,
strategic initiatives can be in its core goals very simple, such as “we will change our ERP system by a certain date” or “we will introduce call center by a certain date”, but they have to rely on vast and thorough preliminary research, analyses and discussions.
At strategic level you deal with core outcomes and necessary resources. In such strategic initiatives you have to plan time, resources (human, finance, technical) and scope.
What is the best way to meet planned outcomes is in my opinion more tactical than strategic issue. In most cases you put together team with different experts (senior managers, technical experts, business analysts, project managers, product managers), which then elaborate, propose and – if approved – also execute best tactical solution.
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