Process-based business management

The ISO 9000 series of standards (1994) was based on the process approach. The management organizations that have adopted the 1994 edition of the standards had to describe their business processes and develop quality manuals and procedures needed to support them. The revised ISO 9001 2000 international standard model is very clear it encourages the adoption of the process approach as a means of readily identifying and managing opportunities for improvement. The present family of 21 standards in the ISO 9000 series is reduced to five. 

Two of the most aitical steps are scope definition and later scope control. They may seem simple initially, but in real life implementation, the purpose of paperless is typically difficult to define clearly, especially as many issues that seem obvious in a traditional, paper-based business process need to be explicitly defined when established in paperless systems. Scope control as well as the project management of resources, budget and time are pitfalls where many such implementations have fallen short. 

Information-age enterprises succeed by investing in and managing their intellectual assets as well as integrating functional specialization into customer-based business processes. As organizations acquire these new capabilities, their measure of success should not depend solely on a traditional, historicril... 

Sometimes organizations choose not to go through the rather formal process of an organizational needs analysis. Most of the time this is because they already have a very firm idea that their organization needs a mentoring scheme. This idea is often based on the observations of management in relation to business goals. 

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