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PEX Role and Responsibilities

The document outlines the responsibilities of an Enterprise Process Governance team to drive process excellence at an industrial scale. The team ensures clear process accountability, defines process standards and maturity levels, and facilitates process improvement across the organization.

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Gaurv Jain
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29 views2 pages

PEX Role and Responsibilities

The document outlines the responsibilities of an Enterprise Process Governance team to drive process excellence at an industrial scale. The team ensures clear process accountability, defines process standards and maturity levels, and facilitates process improvement across the organization.

Uploaded by

Gaurv Jain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Confidential

Enterprise Process Governance


Overall responsibility with the team to drive “Design Excellence” and driving process
excellence at “Industrial Scale”
1. Ensure clear accountability of the Maersk E2E process through effective governing of
L1-L3 taxonomy and ownership structure, clear roles & responsibilities for GPL, SFPO &
FPO.
2. Define the process standards including documenting the end-to-end process linkages,
gaps and interdependencies
3. Ensure the full e2e process landscape is fully defined in ARIS
4. Define, maintain and communicate the Process Maturity levels that will be followed by
all GPL domains to progress through the process excellence journey
5. Along with peer teams ensure we link Product-Process-Platform capabilities, so we are
always able to assess overall progress with Enterprise Product, process standardization,
Tech automation and modernization.
6. Facilitate the Process Board functioning with advance planning, enabling performance
overviews and follow up to maximize the Process, OP outcomes.
7. Provide clear visibility on progress in terms of Process definitions, maturity levels and
standardization across the entire Enterprise Landscape, both in terms of hard artefacts
and softer measures such as role-modeling
8. Serve as sparring partner and support to GPLs on how to apply standards and enhance
process design

Agile Program Management and Standards


Overall responsibility with the team to drive “Design Excellence” and driving process
excellence at “Industrial Scale”
1. Develop frameworks, toolkits and standard practices on how to apply agile program
management
2. Coach program managers to help OP initiative owners and GPLs to run sprint programs
and maximize outcomes by leveraging the standard defined practices.
3. Define the standards and frameworks to be used in Business Design, Design principles,
Initial Implementation, change management and Scaled Rollouts of programs
(processes/platforms/products)
4. Maintain a repository of standards and frameworks and measure the efficacy of adoption
of standards to capture opportunities for improvement
5. Continuous evolution of the standards such that we can implement programs at scale

E2E Process Design & Enterprise Master Data


Overall responsibility with the team to drive “Design Excellence” and driving process
excellence at “Industrial Scale”
1. Accountable for the completeness, integrity and quality of our E2E process landscape
while responsibility sits with GPLs
2. Establish the key e2e process dependencies across Products, Process Domains, and
Platforms and track progress in an easy-to-understand format.

Classification: Confidential
3. Assess if the requirements for new OP and Platforms are adequately using “Base
Principles” and Design Tenets and surface for remediation.
4. Track the GIA audit actions and risks that have end to end process dependencies and
progress is being and surface for Process Board actions
5. Orchestrate workshops and collaboration spaces to help address the E2E design gaps
and interdependencies with participants from relevant GPL domains.
6. Establish clear accountability of the Enterprise Master Data by ensuring the full suite of
Master data elements are anchored with the respective GPL domain owners
7. Partner with GPL/SFPO/FPO to ensure we have the execution ownership, measurements,
tech solutions and governance for the critical master data elements

Process Academy & Communities


Overall responsibility with the team to drive “Design Excellence” and driving process
excellence at “Industrial Scale”
1. Execute on the overall delivery of Process Excellence training and subsequent coaching
2. Responsible for overall capability/competency building for our Process Community to
enable us to achieve the targeted process maturity levels, repeatable process and quality
outcomes
3. Maintain and communicate the overall progress with certifications and expand the
coverage of Process capabilities at Maersk.
4. Build a vibrant Process community at Maersk instilling a strong sense of collaboration,
shared working times/spaces and Talent mapping
5. Encouraging the use of developed standards, ways of working, process maturity are
embedded in understanding and followership through the Process communities.

Process Engineering
Overall responsibility with the team to drive “Design Excellence” and driving process
excellence at “Industrial Scale”
1. Develop, hire, coach, and maintain a team of capable Process Engineers such that they
can lend support to respective Domains and OP Initiatives
2. Maintain a documentation index such that process engineers can gain quick induction
and can be deployed at short notice at request of the Process Board (GPLs) or ELT
3. Along with the E2E Design Team, contribute to E2E design in support of the OP Initiatives
and GPL Domains
4. Support the development of Business policies in the respective Process Domains
5. Partner with the GPLs in overall Talent Management of FPO / SFPO and recommend the
best deployment of resources

Classification: Confidential

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