Archives for June 2014

Practical Process: Strategy to Operations: the process pathway

Developing a coherent view of the inter-relationships between strategy and process makes it much more likely that the strategy will be executed and the processes will be effectively managed. To do so, Roger Tregear proposes four practical steps to getting started on the creation of sustainable process-based management.

Effective Transformational Change Requires Balancing Standardization with Personalization (Part Two)

This Article is the second of a two-part series based on American Productivity and Quality Center’s (APQC) recent research on transformational change. Holly Lyke-Ho-Gland presents the results of the research that suggest organizations can leverage three best practices that balance standardization and flexibility to drive adoption of the organization’s transformation. The first Article explored the first of the three best practices, and the second and third best practices are presented here.

Harmon on BPM: Business Process Trends

In preparing for a conference in which he is to lead a panel discussion on important issues in BPM, Paul Harmon started a discussion on the BPTrends LinkedIn site. So far, over 100 entries have been posted, and in his Column, Paul presents a summary of 5 issues selected for his panel discussion.

What is a Business Process

This month, Rick Rummler presents What is a Business Process? emphasizing the need for an “objective, clear, and defensible” definition. Rick is a partner in the Performance Design Lab and has over 20 years of consulting experience.

Legal Aspects of Process Mining

In this Article, Lukasz Czynienik and Zbigniew Paszkiewicz, both legal experts, address legal issues associated with practical use of process mining techniques. The issues discussed include handling privacy in the work place, processing of personal data, as well as copyright protection of databases.

Performance Improvement: Baby Steps: Making Process Management a Reality

In their last Column, Alan Ramias and Cherie Wilkins began a series on building and installing a process management system inside an organization. This month they continue the series by framing what they believe is included in any management system and how process management fits into it. They conclude by describing how you can start installing process management on a small scale to win the hearts and minds of those in your organization who need to be sold on BPM.

July 2014

Dear BPTrends Member: This month, as always, our authors provide a diversity of articles on Business Process topics, including strategies for achieving success in process improvement projects to best practices in legal aspects of data mining. We hope you will find the contents engaging and will share your questions and comments with the authors. Carolyn […]

The BPM Vision

I was asked recently how one helps managers achieve “a BPM vision.”  Since my concept of BPM is very broad, we are not talking about just getting managers to understand that they could use BPM software tools to help manage their business processes — although that is part of it.  More broadly, however, we are talking […]

The Amazon Warehousing Process

This blog entry is paraphrased from an email that is circulating on the Amazon warehousing process.  The most important element of this post is the video that shows how Amazon uses robots in one of its advanced warehouses.  The URL for that video is at the end, but its worth knowing a bit about how […]

Top-Down BPM and Architecture

There are different approaches to Business Process Management.  As a broad generalization, Six Sigma and IT process practitioners tend to take a bottom-up approach.  That is, they begin by focusing on a specific problem – usually a fairly limited problem, and proceed to redesign it.  If they are asked how the specific problem they are […]

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