Roger Tregear wonders if BPM is the best thing since sliced bread, and if process-based management is so good, why isn’t everyone doing it? He offers some answers to these questions in this Column. Read his analysis and see if you agree.
Queuing for a popular restaurant that does not take reservations presented Roger Tregear with a great opportunity for introspection about process change. Read his Column for his analysis of how the queuing process might be improved.
In his Column this month, Roger Tregear turns his attention to process governance, which he considers to be essential to the machinery of process based management. In this Column, Roger provides his insights into establishing an effective process governance system and answers the 4 questions he is most frequently asked regarding process governance.
Roger Tregear believes that the ongoing argument over the definition of process is both a waste of time and a cause for confusion—and who could disagree? He proposes five practices that can be used to achieve clean language with a minimal vocabulary that can be understood by all.
In 2014, Roger Tregear introduced readers to the “Tregear Circles,” 2 Virtuous Circles of process based management – the Process Ownership Circle and the Process Improvement CIrcle. Since then, he has used the 2 Virtuous Circles in several practical applications, and while they have proven to be very useful, some hidden nuances have come to light. In this Column, he revisits the 2 Virtuous Circles and shares the insights he has learned from his experience.
Roger Tregear believes that the primary focus of every organization should be the understanding, management and control of business processes which create, accumulate, and deliver customer value. Organizations must reimagine their operations as value creations and delivery flow. Roger offers three practical steps to get started on creating a sustainable process-based management and process improvement program.
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.
In his experience as a BPM consultant, Roger finds that most organizations fail to sustain effective process-based management because they fail to firmly embed business process governance, a prerequisite to effective BPM. In this Column, he offers five practical steps to incorporate governance in an organization’s processes, thus assuring a sustainable process-based management system.
Roger Tregear states unequivocally that if you don’t have a Business Process Architecture, you’re not doing process management. As Roger defines and uses it, a BPA is a simple, but not simplistic, view of how the organization creates, accumulates, and delivers value. It is a practical and pragmatic management tool. In this Column, he provides examples of frameworks that emphasize the “simple” approach.
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.