In Reply to Parent Post by QAMTY
While revising a macro process map (general map)
I´m in doubt how to represent Project management in my company,
where we develop Engineering projects.
Engineering department develops all the products (drawings, specifications, data sheets, etc.)
Of course the client requirement came from Sales department.
The project Mgmt. department has the control of the budget of the project takes care of progress, get resources, contacts the client, etc.
Should I include Project mgmt. as a supporting process? instead of being part of core processes?
SALES----> PROJ.MGMT---> ENG--> CLIENT
SALES----> ENG--> CLIENT
How to determine exactly when is a supporting process?
I know for example that HR , IT clearly they are, but for Purchasing and Project management, I´m in doubt.
Please advice on this
It seems to me that "Managing Engineering Projects" is the main part of your management system's core process.
BTW, end-to-end your core process converts customer needs into cash in the bank.
After analyzing your core process (value stream) you may find that purchasing is part of your organization's core process too.
Some organizations, however, give their project managers very little authority and you may find the Engineering Manager is the actual Program Manager
while the PMs are really project coordinators. Perhaps a lack of authority vested in the project managers is behind your question?