Archives for January 2013

Resisting a Narrow Definition of Process

Resisting a Narrow Definition of Process There is a movement afoot to use the term “process” in a much narrower way than it has traditionally been used. We believe this is a mistake that will cause problems and confusion and should be resisted. In this Advisor we explain why.

Looking Forward to 2013

Looking Forward to 2013 The coming year should be an interesting year for those involved in business process work. In this Advisor we will highlight some of the things that we feel will have an impact on Business Process Management in 2013.

Supercharge Project Performance: Improve Project Capabilities, Processes and Culture using Metrics

Supercharge Project Performance: Improve Project Capabilities, Processes and Culture using Metrics Russ Cheesman Russ Cheesman and Martin Klubeck advise against investment in expensive and complicated metric software. Instead, they propose a new concept called Trend Sculpting, which, they say, successfully uses measurement and trending project indicators to make immediate corrections as well corrections for potentially […]

Practical Process: Insignificant and Exceptional

Practical Process: Insignificant and Exceptional Roger Tregear urges readers not to be satisfied with mundane and incremental process improvements. Taking a lesson from Malcolm Gladwell’s Outliers: The Story of Success, he suggests we examine instances of extraordinary performance and use them to create a new norm. To do so, Roger proposes applying the concept of […]

Down Under: What do BPM and Lego have in Common?

Down Under: What do BPM and Lego have in Common? Responding to the need for increased organizational agility, some BPMS vendors have incorporated new functionality into their work management systems that enable knowledge workers to create their own unique systems by assembling a series of “lego blocks’ (mini processes). John Jeston provides a closer look […]

Human Processes: Productivity Frustration

Human Processes: Productivity Frustration According to recent research, between 28 and 53 percent of employees feel their work conditions prevent them from being as productive as they could be, and another 20% consider themselves “frustrated.” In this Column, Keith Harrison-Broninski takes a brief look at what it means to be “frustrated” about productivity and proposes […]

Processes in Practice: Process for the People or Just the Experts

Processes in Practice: Process for the People or Just the Experts Rob Davis believes, as most BPM practitioners do, that an organization’s processes should be a valuable business asset. And, to become a valuable asset, Rob asserts that processes need to be designed as a collaborative system that is developed by business process professionals and […]

Maturity Assessment for Enterprise Architecture

Maturity Assessment for Enterprise Architecture Many organizations know that they need to improve their Business and IT alignment in order to successfully manage change, but don’t know how. Such organizations typically either spend very little on process improvement or spend a lot on a number of parallel and unfocused efforts. The first step in aligning […]

BPM Boots on the Ground by Jim Boots

BPM Boots on the Ground by Jim Boots This month we look at a new book by Jim Boots, who writes about his process journey in his many years as a BPM Manager at Chevron.

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