Assessing the Functional Alignment of a Business Process

Researchers are increasingly interested in developing methodologies for verification, validation, and compliance of business process models. We extend process assessment to aspects outside the immediate area of process architecture by considering the correct alignment of a business process within its operational context. Business process alignment is defined as the synchronization of process strategy, functioning, coordination and objectives with organizational strategy and objectives, so as to maximize its integration and effectiveness within the organization process suite. Correct alignment of a business process implies (a) harmonization of its functioning with that of interconnected processes, external events and stakeholders; (b) the capability to function continuously in adverse situations; and (c) recognition of restrictions on organizational resources, infrastructures and practices. We present a methodology to help determine whether a process is adequately aligned with its operating environment; and to help formulate modifications in both these domains in order to achieve this goal.

We detail a template comprising a list of 50 determinants of process and context attributes and capabilities categorized under five headings (the “five Cs"): (1) Content – scope, rationale, relevancy, consistency, transparency and traceability; (2) Continuity – completeness, fault tolerance, empowerment; (3) Constraints – viability, compatibility, recognition of stakeholder involvement, moderation of customer contact; (4) Conformance – security, compliance; and (5) Communication – networking, auditing. The left-hand column of the template, a "Business Process Alignment Checklist", is filled in by the process modeller when a process is designed or reviewed. The right-hand column, a "Business Process Alignment Analysis", is filled in by the process analyst in response to the checklist, and provides remarks and recommendations intended to improve the functional alignment of the process and its operational context. Finally, a joint study of the two columns serves as a powerful stimulant for discussing organizational strategies, policies, procedures and standards, and "out of the box" thinking surrounding the process. The discussion involves six prime areas essential to process alignment and quality: stakeholders, coordination and transfers, continuity, sustainability, knowledge capture, and creativity.

In a term project given to second degree (executive M.Sc.) students, the approach was applied to core processes at their several places of employment (defence, healthcare, aircraft components), resulting in modelling, assessment, and evaluation of seven key processes.

Business process alignment was found to play a important role in recognizing the impact of effective coordination and collaboration between people, the significance of ensuring uninterrupted process execution, and, in general, those managerial aspects to be incorporated into any BPM program.