Prozessmanagement - Integrated management method

• Strategic Process management - periodical planning process on the strategic level or the reception of existing strong warning signals from executed processes or fundamental new customer requirements. 
• Operational Process management - starts systematically with the output of the strategic loop and defined, consistent process objectives as assumptions for the operational process planning.  

With a consequent integration of the loops the classical top-down problem of companies is solved. By applying processes as management objects within both loops, Top-Management and Process managers are systematically connected and thrive for the same objectives naturally.
Example: a strategic objectives of an advanced execution of the product development process will be leading to ressource adjustment on the operational planning and execution level.   

The integrated approach of Process management contains simultaneously all fundamental management indicators like Process times, costs and quality. As a consequence additional management systems - e.g. quality management - are not needed as separate management methods. All customer requirements are substantial parts of the output principles to focus on the fulfilment. Selected process performance indicators show the management, if these requirements are met or lost (e.g. first pass yield).  

A bracket around these two lops is set up with the implementation of an effective 'Process Controlling'. All existing Controlling instruments including corporate and process planning or process analysis have to integrated to receive a fully effective process orientation. Mostly not welcomed but required, is also the establishment of Activity based costing as one the three major elements of process indicators.