AAOM Handbook

Management Routines

1. MANAGEMENT ROUTINES CONTEXT

The Business Process Framework (BPF) provides a comprehensive specification of the actions and decisions that are required for the definition, programming and execution of the work needed to successfully operate a process. These specifications are set out in the Flowsheets and Task Assignments of the BPF documentation. This information defines a significant part of the work of the various Roles working in a process. The BPF design covers both the routine work of the Roles (Operational Planning, Work Management and Process Performance Review), and the non-routine work that is involved in the Analyse and Improve activities (Issue Investigation, Control Action Development, Control Action Specification and Issue Progress Review). The significant elements of the work of management roles is the integration of the work of their subordinates and application of the Analyse and Improve process, as illustrated in the following diagram;

Application of the BPF delivers greatly improved clarity of role accountabilities, authorities and boundaries of discretion, reducing the time that managers must allocate to integrating the work of roles. The significant integration accountabilities are also defined in the BPF process. Therefore, a significant portion of the time of a manager should now be spent in either following the A&I process steps as personal work to improve the process, or in leading teams in process improvement activities. The BPF is based on the Requisite Organisation principle of identifying unique accountability for each measurable outcome - an individual can have more than one accountability, but two people cannot have the same accountability.

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