What Roles Exist in Process Management — And Why They Matter

Process Management Roles vs. Process Roles

Process management and role management are closely intertwined — a fact reflected in the many different roles that exist within process management. For example, we commonly see:

• Process Manager – oversees the organization’s process management system
• Process Owner – responsible for the outcome of a specific process
• Process Expert / Participant – holds deep knowledge of a process, often through hands-on execution
• Process Modeler – documents and often visualizes processes
• Process Optimizer – analyzes processes and identifies areas for improvement
• Internal / External Process Consultant – spots weaknesses and supports the other roles listed above

These are process management roles. They’re crucial, but they don’t relate to a single business process — they exist within the overarching framework of process management itself.

In contrast, process roles are tied directly to the execution of specific process steps. While a process description outlines what needs to be done (and ideally how), process roles clarify who is responsible for carrying it out.

For example:

• Process step: Post a job listing → Role: Recruiter
• Process step: Review incoming applications → Role: HR Manager
• Process step: Invite candidate to interview → Role: Recruiter
• Process step: Conduct interview → Role: Team Lead (Hiring Department)

One key characteristic of business processes is the division of responsibilities — different people handle different steps. Each handoff introduces an interface that needs to be clearly defined. That’s where roles (and role descriptions) come in: they provide clarity about accountability and communication channels across steps.

In short: effective role management is essential for effective process management.

The Different Types of Process Roles

Not all roles are created equal. In fact, several distinct types of process roles exist:

• Line Roles
  These reflect the organization’s structure and are typically used in job descriptions. A classic example: “Head of Purchasing.”
• Technical Roles
  These are tied to system permissions — e.g. only a SAP administrator or key user can complete certain tasks.
• Global Roles
  These stem from legal or cross-functional requirements. Think: Data Protection Officer or Fire Safety Officer, who often have responsibilities that span across processes.

Interestingly, the same role can fall into multiple categories. A Data Protection Officer, for instance, may be a legal requirement (global role) but also hold a line function if it’s a full-time position. That’s why it’s important to define how roles are understood in your specific organization.

Then there are situational roles, which are unique in that they only exist in the context of one or a few specific processes. These could include:

• A vacation requestor in the leave approval process
• A BANF initiator in the procurement process
• A call receiver in the customer inquiry process

These roles may not appear on the org chart, but they’re essential for accurately documenting processes. In fact, most of the process management roles mentioned earlier are technically situational roles — they apply only within the context of process management itself.

Roles Provide Structure — and Independence from Individuals

Regardless of the role type, one core principle always applies: roles are defined at the organizational level, not the personal level.

A role description outlines expectations — including responsibilities, rights, and decision-making boundaries. It defines a space in which the role holder is expected to act.

That’s why roles should be person-independent. For example:
If the process step is “Approve offer,” the responsible role might be “Offer Approver” — not “Hendrik Meier,” even if he usually performs that task. Why does this matter? Because if Hendrik leaves or changes jobs, the process description still holds.

Role Management Is Part of Process Management

Taken together, it becomes clear: you can’t manage processes effectively without also managing roles effectively.

• You need to know who is responsible for each process step — that’s how you ensure completeness, define interfaces, and keep information flowing.
• At the same time, you can’t define a role without clarifying the actions expected from its holder — and that’s what process documentation does.

Ultimately, process management and role management go hand in hand.

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Part II: How to define roles in a process-oriented way — and why it matters