Archives for April 2015

Case Management Modeling Notation

The OMG’s new Case Management standard — Case Management Modeling Notation or CMMN — was published in May of last year (2014).  Vendors are now beginning to roll out implementations of the standard, making it possible for early adopters to try it out. One example is OELAN’s Cafienne product.  In essence Cafienne combines a case […]

Communication and Transformation

McKinsey research has just published some good data on organizational transformation.  To see one summary, visit: http://www.mckinsey.com/insights/organization/How_to_beat_the_transformation_odds?cid=other-eml-alt-mip-mck-oth-1504 You’ll find their definition of transformation there — they are using the term rather broadly to include all kinds of business process change — but they go on to ask about a number of possible actions that the managers of […]

What Processes Are Organization’s Changing

Once again www.bptrends.com is running a mini-poll to find out more about what’s actually going on in the world of process change.  Once again, the response is too low to provide definitive results, but its still interesting. This month we asked a simple question — what kind of business process change is your organization focused […]

People use these terms in different ways. Tell us which definition best describes the activity the process people in your organization are doing. Please only choose one.

April 2015

Dear BPTrends Member: This month’s BPTrends Publication presents the usual variety of BPM topics with emphasis on BPI including two useful Articles and a Column focused on gaining stakeholder buy in. Class Notes offers a fresh look on the state of BPM Curricula in colleges and universities offering BPM programs. Please let us know your […]

Class Notes: The BPM curriculum revisited

With his colleagues, Stefan Seidel and Sanja Tumbas at the University of Liechtenstein, Jan vom Brocke set about to update a 2012 Column, Class Notes: BPM Research and Education—How was School Today? In this Column, the authors describe the three major archetypes of BPM education and emphasize the need to teach BPM as a problem-solving discipline that drives innovation in a digital world.

Book Review: Changing Cultural Practices: A Contextualist Framework for Intervention Research

Paul Harmon gives this book a must read endorsement for anyone interested in cultural change in the context of process change.

Process Solutions: Process Automation: Building the Perfect Beast

When Tom Bellinson took a position at a large public university, he was exposed to some process management challenges that were considerably different from those he encountered in the small and medium size businesses he had worked in for most of his career. Universities tend to have far more processes than do small to mid-sized organizations which led to some using automation tools such as Microsoft Access and Apple’s FileMaker Pro. In this Column, Tom defines the four sets of integrated capabilities present in both tools—Data Modeling, Interface Design, Report Builder, and Programming Logic, and demonstrates how each tool can be used to automate processes.

Practical Process: The Problem With Problems

Roger Tregear warns that just because there are no reported problems with a process doesn’t mean it can’t be improved. In this Column, he urges process practitioners to think more broadly and discover opportunities for innovative improvement as well as for simply improving those processes that are obviously broken. He provides techniques to enable this kind of analysis that, if implemented, significantly contribute to your organization’s goal of creating sustainable process-based management and process improvement.

Process Portfolio Analysis Based On Maturity Survey

In this Article, Arun Kumar Asokan, a BPM Consultant with Infosys, Ltd., introduces a structured approach to Process Portfolio Analysis. He provides models for conducting the analysis and contends that, if carried out, the analysis will benefit the organization by enabling management to identify processes that create customer and shareholder value and eliminate those that do not.

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