Purpose -The purpose of this paper is to contribute to defining the tasks necessary to process management, considering both conceptual and practical views. Design/methodology/approach -Bibliographic review for tasks mentioned as typically necessary to process management, plus a field survey involving professionals working in process management. Findings -The bibliographic review yielded a set of tasks that were grouped conceptually into "designing processes", "managing processes from day to day" and "fostering process-related learning". These groups were then validated with practioners as valid constructs. The field survey produced two major findings: the first underlining the practical importance of the tasks identified as necessary to process management and the second demonstrating that most organizations where the study participants work are structured functionally, but have practices for managing cross-functional processes or "end-to-end process". The conceptual and practical comparison brings to light gaps between authors and professionals. Research limitations/implications -There is significant variation in the job positions and sectors occupied by the group studied and the sample is not random, given that all are enrolled in postgraduate process management programs and thus share an interest in the subject. Practical implications -Organizations can identify tasks that are necessary and important to process management and have an instrument (the questionnaire) for deciding how best to manage processes. Where functional management of cross-functional processes is found, this recommends developing organizational solutions to upgrade the capacity for coordination among activities without necessarily introducing changes in organizational structure. Originality/value -The paper describes an unprecedented study and helps clarify what needs to be done to manage processes.

In view of the growing complexity and scope of processes in organizations, it is increasingly necessary to structure their process management tasks. Organizations have sought guidelines to structure a process center of excellence -PCE. However, there is still no consensus on how to structure this kind of organizational unit. This paper proposes the organizational structure and main macro-processes entailed in setting up a PCE.

The study aimed to apply Lean Healthcare concepts and tools in surgical scheduling process. The intention was to structure and implement an appointment-scheduling central that was able to manage more effectively the demand for elective obstetrical surgeries in a neonatal maternity. The study used action research as a scientific method in order to solve a problem encountered in scheduling procedures involving employees in a cooperative and participatory improvement initiative. The method used was based on literature review, benchmarking visits and studies to identify good practices, and on current working condition analysis and comparison of indicators before and after the intervention.  The Lean and TOC theoretical frameworks was used to improve the process, creating value for the patients and professionals, conducting root-cause analysis, identifying wastes and constrains, and proposing and implementing solutions. Using action research in the study and applying the concepts and tools was possible to reach different results as the 70% reduction in cancellations, the increase in the number of procedures scheduled in the units, and increased 97% level of appointment scheduling service among other results.