For larg(er)-scale projects, process modeling and optimization is a foundational component of our model-based Agile methodology. It enables stakeholders and project teams to quickly achieve consensus on “big picture” design decisions and it enables Agile sprints to proceed with confidence, knowing that each sprint’s “done work” fits cleanly into the context of an end-to-end process.
To say that China’s marketplace is dynamic is an understatement – the convergence of competitive forces, regulatory issues, organizational changes, new product and service offerings and technology refresh requirements can strain even the most “agile” of project teams. Process models provide elasticity to project management, so that new requirements can be incorporated into a project in a predictable fashion.
We use state-of-the-art modeling tools to design future state processes in a top-down fashion to encourage big picture thinking throughout a project’s life cycle.
Iterative process-decomposition is synchronized with Agile sprints, so that:
In larger organizations, the unique requirements of various business units, geographies, actors, systems and process groups (e.g. marketing, sales, service, back-office) can lead to an unhealthy (and unnecessary) level of complexity and exception handling.
Eastern Wind has developed a unique facilitation technique we call “business process harmonization” that generalizes perceived unique requirements so that, wherever possible, an organization’s processes are consistent across business units, departments and geographies. Our experience with global program management has given us deep experience and sensitivity to the unique cultural, market and regulatory needs of different business units and geographies, so that we can optimize operational efficiencies in a flexible manner.