Henriette has more than 20 years experience in turning business strategy into innovative implemented solutions. She is currently the manager of the Engineering Processes and Systems department at PBMR where she is responsible for all architecture and solution implementation teams focussed on the core business value chain. The department is doing pioneering work to establish the baseline reference process and solution architecture for the local nuclear industry. Prior to joining PBMR she has worked and consulted as architect and project manager at a number of organisations, including Eskom, Columbus Stainless and SABMiller. She has a deep knowledge of the energy, steel and beverage packaging industry sectors and holds a Masters in Engineering Management from the University of Pretoria.

Presentation

A structured method to manage integration across functional areas in a complex organisation
Traditionally, business processes were often developed within functional areas, often driven by the requirement to have processes for ISO9001 certification. While individual processes may pass audits, integration and the assesment of completeness of the set of processes were problematic. In complex organisations where many functions and disciplines need to co-operate to make a value chain work, a high-level integration framework is required to govern process work and ensure integration accross functional silos. This case study illustrates the framework developed by PBMR to manage the cross-functional integration, as well as the methodology followed to ensure that all business processes are aligned with the integration framework. The benefit of an integration framework is the guarantee that all business processes are integrated to capacitate the organisation's strategy and value chain.

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