Consulting services proposal re. strategy control and continuous improvement integrated model

Development of Architecture Business Processes / Organisational Capabilities

10 to 30 days program


This program is designed to carry out the development of the organizational architecture in terms of organizational competences or first level macro processes, through the successive decomposition of each of the first level macro processes in macro processes of lower complexity until the elementary level.

Another aim is to define precisely each of the macro processes, identify their issues, objectives, indicators and establish priorities for improvement. The reflexion, streamlined by this exercise, also seeks to validate the model of 1st level macro processes.

The obtained Business Process Architecture expresses the organisational strategy with respect to the organisation and management of processes. The processes are viewed as organisational competencies. The Business Process Architecture offers a single organisational reference for everyone.

Another aim is to involve all managers in an integrated and systemic reflection of the organisation, freed from functional and organic influences and from individual interests, fostering a consensus about the necessary competencies to implement the strategy, its current performance and the desired future performance.


After the identification of each 1st level process in the previous module, this module starts with the characterization of each one, defining its purpose, the structuring business object, the beginning, the end and its performance criteria.

In order to model the 2nd level processes, the external context is defined as well as the respective sub-processes based on stimuli associated with its relationship with other processes and external entities belonging to its external context.

Next, the diagnosis of each process is based on the reflection on the actual response of the process to the exchanged stimuli with its external context, allowing identification of process issues.

Based on the issues, the objectives and their indicators are defined, validating their relationship with the corresponding operational objectives and indicators.

A set of matrices, similar to those constructed in the previous module, linking the issues, objectives, indicators and sub-processes to each process being analyzed, using the same concepts as we did at the operational level, will enable the extension of operational priorities to each sub-process.

Each sub-process, or 2nd level process, will have a similar approach to the one applied to the 1st level, leading to identification of the 3rd level processes and so forth.

This iterative approach will stop when a breakdown level is obtained where all sub-processes are elementary in each of the 1st level processes.

The issues at one level means the causes of the issues of the level just above. The matrices allow successive translation of the improvement priorities of the 1st level to the next levels.

This exercise leads to a definition of all control points in the entire architecture, corresponding to the beginning and end of each process, precisely limiting the borders between organisational competencies and allowing establishment of the protocols between processes at different levels. These control points will enable monitoring of strategy implementation and will provide an effective identification mechanism to the organisation for understanding the decisional impact leading to better organisational agility.

More important than the obtained architecture and the objectives and indicators is the reflection realized and the consensus obtained by all employees about the single organisational view.

This module can be applied using a top-down or middle-down approach.

Structure and attributes of the module

Prerequisites or inputs

Top-down approach

In order to apply the module to a 1st level process, it will be necessary to have all the outcomes of module 2 related to that process.

Middle-down approach

In this case, the second module will not have been applied and as such it starts from the information known by the managers of the organisational competencies which are being analyzed, which is their perception of the vision and strategy that guide their managerial actions.

Before starting to apply this module, it will be necessary to systemize existing information according to the orientations of the 2nd module, in order to create the most adequate framework for ensuring a better strategic alignment to the processes being analyzed.


Business Processes Architecture implies doing a crossed reflection of the organisation at the different hierarchical levels.

In the discussion of each organisational competency, two parts can be distinguished in this exercise. One part relates to its definition and diagnosis of the corresponding process and another corresponds to the definition of the objectives, indicators and priorities.

In the first part, all managers belonging to the first and second organisational levels will have to be present, to the process being analyzed, to the processes present in its external context and those responsible for management control and continuous improvement. The aim is to obtain consensus towards the scope, purpose and boundaries of the process as well as to validate the contribution towards strategy, in other words with the level just above. In the case of the sub-processes it will be important to ensure the presence of a manager from the processes just above, in order to ensure respective alignment. The managers of the processes belonging to the external context, clients, or suppliers of the process, will ensure identification of all the issues of the process being analyzed, through reflection on a diagnosis about its performance.

In the second part, the managers of the processes belonging to the external context do not have to be present, although their contribution is always useful in order to construct a single view of the organisation.

This way, when progressing with the design of the architecture, processes of lower levels are being analyzed what determines the change of participants. The participation of those responsible for management control and continuous improvement enables them to support the organisational change and ensure an evolution of the management model.


  • Definition and diagnosis of 1st level macro processes
  • Definition of the objectives and indicators of 1st level macro processes
  • Model of the sub macro processes up to the level of elementary macro processes
  • Breakdown of objectives through the sub macro processes


A Business Processes Architecture or architecture of organisational competencies.
For each process or sub-process:

  • Purpose, structuring object, beginning, end, performance criteria
  • Model with sub-processes
  • Issues, objectives, indicators, priorities
  • Matrix comparing processes and entities belonging to the external context with the issues
  • Matrix comparing processes and entities belonging to the external context with the objectives of the processes
  • Matrix comparing operational objectives with process objectives
  • Matrix comparing operational indicators with process indicators
  • Matrix comparing objectives of the process with processes of a lower level
  • Guiding matrix towards the action and process investment plan
Governance2.5 MB


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