Down Under: Are All BPM Projects Equal?

Down Under: Are All BPM Projects Equal?
In this month`s column, John Jeston and Johan Nelis present one aspect of how BPM projects can differ significantly from one another and how they can be initiated in various ways within the organization.

John Jeston

John Jeston

John has serious experience getting things done—the right way. For over 30 years he has covered Business Process Management (BPM), business process re-engineering, project management, systems development, outsourcing, and general management. He has held the positions of Financial Controller, Divisional Manager, Company Director, HR Director and Chief Information Officer. John is internationally recognised as a key opinion leader in BPM strategy and implementation. He has provided these services to significant organisations throughout Australia, Europe, Saudi Arabia, Dubai, the United Kingdom, U.S.A., Singapore, Mexico and Brazil. He has authored a number of books and more than 20 articles on BPM and high performance management. He is a regular speaker at conferences and a Master Project Director, with the Australian Institute of Project Management and is a Chartered Accountant. John has authored or co-authored: Business Process Management: Practical Guidelines to Successful Implementations (2006 and 2008) Management by Process: A Roadmap to Sustainable Business Process Management (2008)—the only book to provide a roadmap to sustainable BPM and High Performance Management Beyond Business Process Improvement, On To Business Transformation (2009) He also writes a regular column in the international BP Trends Monthly Update. He can be reached at johnjeston@managementbyprocess.com.
Share
Share
Share