Archives for September 2013

Dealing With Those New Software Announcements

Dealing With Those New Software Announcements Many people throughout any large organization receive numerous announcements of new software products, or of upgrades to existing software products. Most organizations respond in a haphazard, inconsistent and uncoordinated manner. Organizations with a business process architecture respond in a different manner.

Customer Service Standards

Customer Service Standards The US Congress is preparing to require government agencies to develop standards for serving customers. What might this entail and how can process people help organizations respond to this type of initiative.

What’s in a Name? It’s Just Window Dressing, Isn’t It?

What’s in a Name? It’s Just Window Dressing, Isn’t It? Ian Gotts suggests that companies looking to transform their business through BPM or process mapping need to sell the project to their staff to ensure success. He describes an actual scenario based on his work with a client involving 800+ retail stores to illustrate his […]

Telecom Reference Architecture, Part 2

Telecom Reference Architecture, Part 2 In the final installment of their Article on telecom reference architecture, Gopala Krishna Behara, Pradyumna Mahajani, and Prasad Palli provide a detailed analysis of the major building blocks of any telecom service provider architecture and demonstrate how using a BPM tool facilitates the management and maintenance of the business processes.

Examining Capabilities as Architecture

Examining Capabilities as Architecture Ralph Whittle While Business Architecture approaches and methods continue to evolve, Ralph Whittle believes they have reached a point of maturity where the organization can fairly assess how it will develop its Business Architecture. In a recent Column, “Are Capabilities Architecture?” Mike Rosen argues that we can confidently say “Yes.” Ralph […]

Putting Processes at the Center of Business Management

Putting Processes at the Center of Business Management At a time when organizations are required to “do more with less,” process based management delivers a practical, proven approach to that mandate. In this Article, Roger Tregear presents seven enablers of process-based management that will put management focus on cross-functional value creation, accumulation and delivery.

Process Improvement: Modeling Processes Involving Knowledge Workers

Process Improvement: Modeling Processes Involving Knowledge Workers This month, Rick Rummler weighs in on the subject of modeling processes involving knowledge workers. While much of the literature holds that knowledge work precludes process modeling, Rick and his colleague Cherie Wilkins argue otherwise. In this Column, he and Cherie provide an example from an investment banking […]

Performance Architecture: E Value Ation–Measure What Matters

Performance Architecture: E Value Ation–Measure What Matters Performance Architects assess the results of their projects using a variety of measures to determine whether or not the projects produced a return on investment (ROI) and/or made a positive difference in the organization’s performance. In their Column this month, Roger Addison and Carol Haig offer a useful […]

Process in Practice: Process is not always WISIWYG

Process in Practice: Process is not always WISIWYG Too often process practitioners create lots of process drawings that never get used in practice. Even when process models are actually used to implement operational processes, they are not necessarily the same as the processes that were designed – in other words process is not always “What […]

Process Solutions: Excel—the Process Wonder Drug

Process Solutions: Excel—the Process Wonder Drug In his work as a consultant, Tom Bellinson often encounters organizations that are highly frustrated with their current enterprise system. How they use Excel often provides the ultimate insight into the shortcomings of their system. In this Column, Tom explores the perils of becoming too dependent on spreadsheets and […]

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