Performance Improvement: Ain’t Misbehaving: The Behavioral Side of Improvement Work

While improvement practitioners are “tool-savvy and tool-adept”, they are less equipped to deal with the so-called “soft stuff”. Alan Ramias and Paul Fjelsta address the behavioral side of improvement in this, the first in a series of three Columns that will focus on this issue. The principle behind the series is that behavior can be reengineered and, to achieve lasting organizational change, it must be.

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.

Performance Improvement: Remembering Geary Rummler

Performance Improvement: Remembering Geary Rummler This month, Alan Ramias and Cherie Wilkins warmly remember Geary Rummler, a BPM thought leader and founder of Performance Design Labs, on the fifth anniversary of his death. They recall humorous and engaging anecdotes regarding some of his most memorable traits–his love for modeling, his troubled relationship with technology, his […]

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 Improvement: Location, Location, Location—Does it matter where Your Performance Improvement Department Reports?

Performance Improvement: Location, Location, Location—Does it matter where Your Performance Improvement Department Reports? Alan Ramias and Cheri Wilkins draw on their long experience in working in process improvement to answer this question. Their conclusion—it’s not so much a matter of where the Performance Improvement Group is located as it is how the group is structured. […]

Performance Improvement: Seeing a Process—the Power of Visual Analysis

Performance Improvement: Seeing a Process—the Power of Visual Analysis This month Alan Ramias and Cherie Wilkins have invited Chris Ramias, a colleague at Performance Design Labs to describe a technique he calls “visual analysis.” This technique goes beyond simply identifying the problem in a process to actually determining its root cause. Chris identifies a list […]

Performance Improvement: Who Does What?—Role Responsibility Charting in Improvement Efforts

Performance Improvement: Who Does What?—Role Responsibility Charting in Improvement Efforts Alan Ramias and Cherie Wilkins have been using the role-responsibility matrix (RRM) for decades in their work as consultants for Performance Design Labs. Over the years, they’ve developed a number of refinements to the standard tool and its use, which they describe and illustrate in […]

Performance Improvement: Uses of the 3-Dimensional Enterprise Model

Performance Improvement: Uses of the 3-Dimensional Enterprise Model In their position as consultants to organizations seeking assistance in undertaking process improvement projects, Alan Ramias and Cherie Wilkins developed the 3 Dimensional Enterprise Model to help them position work system processes in the context of the larger enterprise. They had observed that managers often focus most […]

Performance Improvement: Seeing a Process—the Power of Visual Analysis

Performance Improvement: Seeing a Process—the Power of Visual Analysis This month Alan Ramias and Cherie Wilkins have invited Chris Ramias, a colleague at Performance Design Labs to describe a technique he calls “visual analysis.” This technique goes beyond simply identifying the problem in a process to actually determining its root cause. Chris identifies a list […]

Performance Improvement: Reference Models—The Long, Long Shortcut

Performance Improvement: Reference Models—The Long, Long Shortcut Drawing on their extensive experience as consultants at the Performance Design Lab, Alan Ramias and Cherie Wilkins describe the many difficulties their clients have encountered when attempting to use reference models. They identify five “traps” they have repeatedly observed and illustrate them with actual examples from their work […]