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Management information model guidelines

Challenges Checklist

What are the challenges organizations face when looking for a different process management approach?

  • We want to document, modularize, systematize, and standardize our process landscape.
  • We have difficulties adopting a lightweight process notation describing our processes.
  • It’s difficult for us to effectively describe our processes so that all employees understand them.
  • We have difficulties efficiently describing our processes with the appropriate people and time resources per process.
  • Even reading and understanding our written processes descriptions has a high learning curve.
  • We don't follow a consistent language to describe our processes (e.g., lengthy texts, short sentences, graphics).
  • We don't know how to follow processes in our day-to-day business.
  • We cannot align process description languages with modern lean and agile work practices.
  • We spend a lot of time discussing the concrete design of processes instead of defining it roughly and focusing on its throughput and output.

Solution Checklist

How does the management information model work?

  • The MIM describes information companies can collect, share, and use internally and with other companies.
  • The MIM is quite simple compared to other process description methodologies (e.g., BPMN).
  • The MIM consists of information that users collect as tables and/or boards.
  • The MIM is built for daily use and daily addition of information rather than a one-time setup. This make it suitable for long-term use.
  • The MIM consists of so-called information entities that include steps, columns, and rows.
  • The MIM steps are limited in number to be used as board (i.e., Kanban) status information.
  • The MIM columns are information categories to be defined as columns in a table or as fields on a Kanban card.
  • The MIM rows are possible table entries or individual Kanban cards.

Limitations Checklist

What are the limitations of the management information model?

  • The MIM makes many expensive process consultants useless.
  • The MIM works against the interests of bureaucrats.
  • The MIM simplifies how information is stored and focuses on only the most important information.
  • The MIM doesn't require many work practices to gather the necessary information and therefore has to be combined with other existing frameworks and methodologies (e.g. COBIT, Kanban).
  • The MIM doesn't include good practices on how teams should elicit and gather the necessary information. This can differ depending on the information entity, process area, and team.
  • The MIM works best with specific software solutions (e.g., Notion). Other software solutions can be used but will need some customization (e.g., SharePoint).
  • The MIM's use of (Kanban) boards is restricted to processes with limited complexity and works best with those that change from time to time (e.g., projects, software development).
  • The MIM doesn't work well with highly standardized and automated business (e.g., flight booking) and industrial (e.g., chemical process industry) processes.
  • The MIM is not well suited to administrative processes with a high number of entries (e.g., expense reports in large companies).
  • The MIM is a lean and agile solution for process management at the team level and isn't made for waterfall rollouts in large organizations.

Adoption Checklist

How do we adopt this management information model?

  • We understand the advantages and disadvantages of this model and other approaches (e.g., BPMN).
  • We select a team as early adopters.
  • We pick the three (plus three as reserve) information entities most useful for a team.
  • We explain the concept by implementing these three initial information entities.
  • We explain the information model with a (Kanban) board and a table, but focus on the board as a daily visual support element.
  • We explain the model in a way that means that the three information entities are implemented and can be used by the corresponding team.
  • We focus on the physical board implementation instead of a software implementation.
  • We drive the software implementation as part of a separate workshop.
  • We drive the implementation and adoption with the least possible amount of work for the team, instead of a full-blown approach with many rules to follow.

Adoption Roles Checklist

What are the roles supporting the MIM adoption?

  • The executive sponsor overviews the MIM adoption and provides the budget for the initiative.
  • The implementation manager drives the MIM adoption on a day-to-day basis and collaborates closely with the stakeholders of the different functions and process areas. They are the central coordinator for the implementation initiative.
  • The implementation facilitator drives the MIM adoption with the different work teams and other roles. They are the subject matter expert on the MIM.
  • The process manager oversees a specific area of the business and sets the work standards on a process level. They oversee a number of MIM information entities grouped into a classical process (e.g., IT incident management).
  • The subject matter expert knows how the work is carried out and has extensive experience working in a specific field. They support a number of information entity managers with their expertise.
  • The information entity manager is responsible for a specific information entity of the MIM. They collaborate with team members and other stakeholders to keep the information entities’ table rows/board cards up to date.
  • The work team members collaborate on a daily process/project level and update the corresponding MIM information entities accordingly.

Complementary Methodologies, Frameworks, and Tools

What additional methodologies and frameworks do we need to manage our organization?

  • Management and leadership practices are foundational for every individual in a role that involves managing work and leading people.
  • Agile and organizational change management practices support leaders in executing strategic decisions.
  • Kanban work practices are the foundation for managing work with boards.
  • Other Agile methodology practices add useful activities to communicate, coordinate, collaborate, and cooperate within and among teams.
  • Process descriptions define what to manage in a way that is easy to understand.
  • Process maturity models support leaders in determining the current state of the organization.
  • Organizational learning practices support people in learning and education.
  • Collaboration software solutions provide the technological infrastructure to store information digitally.