Embedding organizational planning information in a process: A function-oriented process planning approach

The intent of this research is to develop a method that helps high-level decision-makers and their subordinate line managers to develop a common understanding of the critical planning factors that influence the implementation of value-adding processes. To achieve this goal, the author develops a methodology that formally documents critical process information to be extracted from organizational planning documents and links the information to process functions. This methodology is conceptually organized around three sequential Function Oriented Process Planning Framework (FOPPF) steps that assign narrative organizational planning information to a formal process-planning model. By focusing on the decomposition of individual functions (which represent the core building blocks of a process), the case study data strongly suggests that process implementation success is enhanced because the FOPPF allows managers to (1) clearly identify specific processes as implementation candidates, (2) structure process functions in accordance with organizational planning and regulatory objectives, and (3) develop and agree on new integrated process structures. The methodology was tested in two manufacturing sector case studies, and becomes a consensus building mechanism between high-level planning oriented managers and mid-level technical oriented managers. This is critically important for corporate Chief Information Officers: aligning of corporate objectives with processes and information systems.