Process in Practice: Process is not always WISIWYG

Process in Practice: Process is not always WISIWYG Too often process practitioners create lots of process drawings that never get used in practice. Even when process models are actually used to implement operational processes, they are not necessarily the same as the processes that were designed – in other words process is not always “What […]

Processes in Practice: Process in the Digital Revolution

Processes in Practice: Process in the Digital Revolution Rob Davis exhorts process practitioners to embrace the digital revolution and the cultural changes it has brought about. He opines that media-driven social collaboration is becoming a key part of business. In this Column, Rob examines four main technology forces that are already having an impact on […]

Processes in Practice: Process for the People or Just the Experts

Processes in Practice: Process for the People or Just the Experts Rob Davis believes, as most BPM practitioners do, that an organization’s processes should be a valuable business asset. And, to become a valuable asset, Rob asserts that processes need to be designed as a collaborative system that is developed by business process professionals and […]

Processes in Practice: If You Are Not Modeling Data, How Do You Know Your Processes Work?

Processes in Practice: If You Are Not Modeling Data, How Do You Know Your Processes Work? The rise of the services industry and the impact of IT on all businesses have resulted in a process environment where most processes focus on how people and systems manipulate data, rather than on physical tasks in a manufacturing […]

Processes in Practice: Managing your Risks by Managing your Processes

Processes in Practice: Managing your Risks by Managing your Processes Financial crises over the past decade, including Worldcom, Enron, Lehman Brothers, and now, the Euro, have lead to increasingly stringent financial regulations world wide. Organizations are more and more aware that they must guard against the risk of failing to comply with these regulations. Governance, […]

Processes in Practice: It’s the Customer Journey that Counts

Processes in Practice: It’s the Customer Journey that Counts Rob Davis examines six characteristics of a good customer experience. What is common to all of them is that they are all determined by the efficiency and effectiveness of business processes. To measure how your organization’s processes perform Rob proposes that you test the customer experience. […]

Processes in Practice: Putting the “E” back into Enterprise Architecture

Processes in Practice: Putting the “E” back into Enterprise Architecture Rob Davis argues that companies need to develop an approach to enterprise modelling and design that accommodates their business infrastructure, considering all the important aspects that are crucial to ensure the business operates efficiently and effectively. He believes that Enterprise Architecture must be developed in […]

Processes in Practice: A Process is Not Just a Flow Chart (or a BPMN Model)

Processes in Practice: A Process is Not Just a Flow Chart (or a BPMN Model) In his Column this month, Rob Davis argues that creating process drawings using a graphical design tool is not adequate for designing any serious business processes. He believes that to ensure effective business performance, organizations need a process modeling tool […]

Processes in Practice: The Rise and (Deliberate) Fall of the BPM Competency Center

Processes in Practice: The Rise and (Deliberate) Fall of the BPM Competency Center Rob Davis argues that, while the BPM Competency Center (Center of Excellence) is essential to successfully implementing BPM, it should not remain in existence forever. In fact, it should be designed to rise and then fall once its true objective has been […]

Process in Practice: The Process for Process Management

Process in Practice: The Process for Process Management Rob Davis believes that in order to achieve world-class processes, we need to employ a world-class approach to the “Process for Process Management.” Rob observes that when it comes to process design, we don’t always employ the rigorous governance techniques that we apply in other areas of […]