In his extensive career in BPM consulting, Alec has noted that the pressure to accomplish a great deal in as short a time as possible has become a baseline assumption in working with clients; to the point that “90 minutes is the new day” is his mantra. In this Column, he describes some time-efficent ways to asses a business process.
Practitioner’s Perspective: What’s Wrong With This Process? – A Closer Look at Assessing Business Processes
Alec Sharp’s Column this month is a follow-up to his April 2013 Column, Scoping Models. Here, Alec provides his approach to extending scoping models for use as analysis models. As always, Alec uses examples from his own consulting experiences to demonstrate that simple techniques rigorously applied accomplish a lot in a short time.
A Practitioner’s Perspective: Now’s Your Chance – What to Cover in an Executive Briefing on Business Processes
At the end of his November 2011 Column, Alec Sharp promised that in his next Column he would share what he covers in executive briefings on business process. Now in January 2014, he’s finally fulfilling his promise. Here, he provides some excellent advice on how to, as well as how not to, approach a presentation of BPM to an organizations’ executives.
A Practitioner’s Perspective: Peace Accord Reached! Process vs. Capability Debate Ends with a Whimper
A Practitioner’s Perspective: Peace Accord Reached! Process vs. Capability Debate Ends with a Whimper Alec Sharp declares the process vs. capability debate has ended (and with a whimper, no less). To prove his point, he recounts events at the recent IRM UK conference in London. Read his Column and decide for yourself. Is the debate […]
Practitioner’s Perspective: What’s in, what’s out?—Thoughts on Scoping Models Alec Sharp presents a model for process scoping which separates initial process scoping from subsequent process analysis. He provides a detailed description of the model and how it helps to avoid an organization’s undertaking a process improvement project on what is actually a “process fragment.” Alec […]
A Practitioner’s Perspective: What’s so special about Your Process? In his third Column in a series on corporate culture, Alec Sharp looks at a framework for assessing the “Strategic Discipline” or “Differentiator” of an enterprise. Alec asks, is it “good” to be consistent and efficient, or is it “good” to be innovative with your products […]
A Practitioner’s Perspective – Disabled by Enablers: Punished by Rewards This month, Alec Sharp continues his focus on what he referred to in his previous Column as that “squishy stuff” – organizational culture. The point of this series is to illustrate that there are techniques and frameworks that enable practitioners to take a more rigorous […]
A Practitioner’s Perspective: That Squishy Culture Stuff What is the relationship between business process change and organizational culture? With this Column, Alec Sharp sets the stage for a series of Columns to address this question. Basing his analysis on his experiences in working with a broad spectrum of organizations, he kicks off the series with […]
A Practitioner’s Perspective: Capabilities, Agile and Process Blindness In his Column this month, Alec Sharp adds his voice to the growing number of BPM practitioners weighing in on the capabilities issue—is it just business process by any other name? Alec’s recent experience suggests that the emergence of such terms as “business capabilities,” “capability maps,” and […]
A Practitioner’s Perspective: Models not Modules—Keeping Your Process Models “Human-readable” In his Column this month, Alec Sharp asks how we can ensure that our models communicate with the people involved in process change before we transition to models that support process automation. To answer the question, he first identifies the three most common modeling practices […]