Sharjah24: The Sharjah Finance Department has announced the successful completion of a project aimed at improving its operations management system. The institutional process engineering project was conducted in accordance with best practices and included 208 main and supporting processes distributed among 15 organizational units.

According to Badr Al Ali, Director of the Strategic Planning and Institutional Excellence Department, the project aimed to enhance the efficiency of the department's operations and improve the quality of the service system it provides. The project also aimed to develop new administrative methods in comparison with applied best practices in the institutional framework.

Maitha Al-Tunaiji, Head of the Quality, Excellence, and Institutional Department, stated that the project covered 208 administrative processes, including 80 main processes and 128 support processes, distributed among 8 departments, with 145 operations and 7 offices, with 63 operations. The project resulted in the merging of 14 operations and the updating of 24 operations. 

The number of interconnected operations reached 72, while 6 operations were identified in which there was some kind of overlap and duplication, and 29 operations were created by separating 7 operations and adding 6 operations, while 16 operations were undocumented, as these operations were included in 195 previous operations, bringing the total to 208 operations.

Al Ali praised the efforts of the Quality and Institutional Excellence Department work team based on the completion of the project, which extended over 6 stages. He commended their commitment and professionalism in work, their influential contribution to building and developing the institutional operations system in the department, and their active role through the project in facilitating the completion of tasks and accelerating data access and assisting employees in completing their work related to operations.

The project's first phase focused on the evaluation process and understanding the context. This phase witnessed the holding of a preliminary meeting for the project work team to identify the department’s practices, prepare an institutional process maturity report, and develop the project’s executive plan. 

The second phase involved developing the framework of institutional operations in accordance with best practices. For this purpose, an awareness workshop was implemented for the department’s employees.

The third phase aimed to classify operations by holding meetings with all organizational units, reviewing all their processes, and classifying them into main operations and supporting operations. In light of this, a list of each organizational unit's operations was prepared, and a standard comparison visit was carried out in the field of operations management with the Emirates Health Services Corporation.

The fourth phase included reviewing and documenting operations by preparing and designing an operations documentation model, meeting with the relevant units to document and update the operations, preparing their evidence supported by a manual, and documenting 29 new operations.

In the fifth phase, the work team studied the analysis of duplication and interconnection between processes, by identifying possible connections and interactions between processes and the rest of the processes, preparing a study analyzing duplication and interactions between processes and proposing recommendations, which resulted in merging 14 processes to become 5 processes.

In the sixth and final phase, the project report was completed and closed, and a sustainability plan for the institutional operations system was decided and prepared.