Process model

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A process model organizes a process of creative production in different, structured sections, which in turn are assigned appropriate methods and techniques of the organization. The task of a process model is to present the tasks and activities that generally occur in a design process in a logical, logical order. With their definitions, procedural models are organizational aids that can and should be individually adapted (tailoring) for specific tasks (projects) and which, as such, lead into concrete action planning.

Different authors propagate different procedural models. These vary on the one hand in the number and importance of the different phases, on the other hand in terms of their area of ​​application . Process models are used intensively for innovations (especially in software development , see process model for software development ) and change projects (→ change management ). Common to all procedural models is the step-by-step path from problem to solution and their systematic rational approach (as opposed to trial and error ). The individual phases are ideal types . In practice it is often necessary to proceed iteratively and "jump back". Phase-oriented milestones are intended to minimize the risk and costs of failure.

With appropriately extended models, in addition to defined activities, phases and methods, it is also possible (for each activity) to determine which results are to be achieved, which requirements must be met, who can be involved in which role in the processing , etc.

Unlike a procedural model that for projects , is considered so limited in time, one is conduct or a code of conduct (English code of conduct ) controls a collection that certain actions for an unlimited time and if necessary sanctioned , for example, in connection with the equality ( English equal treatment ). Another variant for procedural rules are business process models , in which the procedure is also specified for business processes .

Current procedural models

Newer procedural models, such as Extreme Programming or Scrum , allow a continuous iteration of specifications according to the progress in knowledge that is inevitable during processing and the continuous feedback from the users already in the pilot implementation.

In contrast to the classic phase model according to Grochla, for example, in the V-Modell XT only activities and results are defined today and no strict time sequence is required. In particular, the typical acceptances that define the end of a phase are missing.

The appropriate process model for introducing a system must be selected to match the starting conditions and the development methodology.

Historical root

The procedural model developed by Erwin Grochla (1982) and initially specified for public administrations and corporations under public law and their procurement of data processing systems and application programs (see also Supplementary Contractual Conditions for the Procurement of IT Services (EVB-IT) ) (see also V -Model ) differentiated the following phases in strict separation:

  • Preliminary examination
  • Actual recording
  • Is criticism
  • Target conception - solution generation
  • Target conception - solution evaluation and selection
  • Introduction / implementation
  • Evaluation and further development.

The concept ( waterfall model ), which is very rigid for both contractual partners, has become obsolete, not least due to the complex dynamics of change processes.

Preliminary examination

The preliminary study (also called a pilot study, English feasibility study ) is a problem-solving cycle on a small scale. In this phase, it is important to precisely define the problem (what should be changed? What are the goals?), Assess the opportunities and risks of a change process (cui bono? What support and resistance can be expected?) And who is available Check the available resources (is there sufficient management capacity and budget?) In the preliminary investigation, a rough idea of ​​a possible solution should also be developed. At the end of the preliminary investigation, the decision is made to continue or cancel the process (go / no go decision).

Actual recording

The actual recording is used for the neutral recording of the current state of the examination object from as many viewing angles as possible. The time and costs of recording the actual situation can be reduced through the clever use of existing data (secondary survey). The secondary survey can usually be carried out without disturbing the examination system. After a secondary survey , it is advisable to use the well-stocked toolbox of empirical social research of the primary survey from the survey to the observation for a more precise understanding .

Is criticism

The as-is criticism is used to analyze and assess the data collected. The deeper causes of the identified weaknesses should be worked out so that symptoms are not treated. Science has developed a rich arsenal of methods and techniques for problem analysis, ranging from test questions (e.g. with the 5 Whys method - Why? Why? ... Why?) To modeling using systemic approaches. The new findings may force an adaptation of the goals.

Target concept: solution generation

The next phase is divided into two steps: solution generation and selection. Analogous to evolution , a distinction is made between a phase of variation , in which the solution space is opened as wide as possible (goal: many, different solutions), and a phase of selection , in which these solutions are based on the one that best corresponds to the situation ( survival of the fittest ) Solution can be reduced. The separation of these phases promotes creativity and analytical sharpness on the one hand.

In the solution generation phase , creativity is the key factor. The creativity techniques developed for this purpose are divided into intuitive (such as brainstorming ) and systematic (such as morphological analysis ). Intuitive techniques rely on happy associations, on the heuristic power of the unconscious and spontaneous. Systematic techniques rely on method and logic in order to fully cover the scope of possibilities (tertium non datur) . The result of the solution generation phase are as many different, new solutions as possible.

Target concept: solution evaluation and selection

The solution evaluation and selection includes two aspects. On the one hand, a methodical, as objective and comprehensible assessment as possible and an often subjective political selection. In order to increase the quality of the solution , method corsets help, which promote the transparency of the criteria and their characteristics. In the utility analysis, a third party can check the weighting and point distribution for consistency. Sensitivity analyzes analyze the stability of the alternative ranking and thus help to identify critical factors. When making the selection, it is important to define the circle of decision-makers and the method of selection. This has a major impact on acceptance during implementation.

Introduction and implementation

The introduction and implementation (English roll-out , implementation ) puts the selected solution into practice. The implementation strategy defines the scope (pilot, sub-area, overall organization), the direction of implementation and actors (bottom-up, top-down, sideways), the type (step-by-step, bombing) and the schedule (episodes, duration, speed). It is important to ensure that there is a good fit between the implementation strategy and the organization. Change-resistant organizations take more time to adapt. The aim of the implementation is a high level of acceptance and durability of the new rules. The organization must find its new balance ( refreeze in Lewin terminology). To this end, it must be ensured that all those involved are familiarized with the new rules.

Evaluation and further development

The evaluation serves to review the change process and its results. Did it work? Adjustments may have to be made. Depending on the environmental dynamics, the processes must be systematically developed. With further development, the process model takes on an iterative character, as the end of one process leads to another, new change process.

Possible software support

Procedure models are generally available in the form of documents (books, guidelines, method manuals, etc.), the contents of which are recorded visually by the people who work with them - in paper form or electronically. However, through the use of software development tools , process models can be used in a more highly integrated manner. After the model has been transferred to concrete project planning, the software B. offers the following support:

  • Recognize and display the status of activities (open, done)
  • Assignment of activities to persons (responsible, involved)
  • Assigning created documents to individual activities
  • Provision of document samples for each result type
  • Calling up individually provided tools

These types of tools are counted as project management software .

See also

literature

  • Götz Schmidt: Method and techniques of organization. 12th edition. Giessen 2000, ISBN 3-921313-62-7 .
  • Erwin Grochla: Basics of organizational design . Stuttgart 1982, ISBN 3-7910-9118-2 , pp. 44-74.
  • C. Filß, R. Höhn, S. Höppner, M. Schumacher, H Wetzel: Framework for the selection of procedural models . ( Memento from September 7, 2014 in the Internet Archive ) (PDF; 1.2 MB). In: Decision case process model. 12th workshop of the specialist group WI-VM of the Gesellschaft für Informatik e. V. Aachen 2005, pp. 185-229.

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