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Publications

Human Processes: Going HIM June 01, 2010 As a strong advocate of HIM (Human Interaction Management), Keith Harrison-Broninski is frequently asked questions about what is involved in “Going “HIM.” In his Column this month, Keith responds to that question and relates a recent experience in working with a client who called him in to deal with the same problem in two consecutive years. To learn the moral of the story and the potential value of HIM Systems to your organization, read Keith’s Column.

Human Processes: Going HIM June 01, 2010 As a strong advocate of HIM (Human Interaction Management), Keith Harrison-Broninski is frequently asked questions about what is involved in “Going “HIM.” In his Column this month, Keith responds to that question and relates a recent experience in working with a client who called him in to deal with the same problem in two consecutive years. To learn the moral of the story and the potential value of HIM Systems to your organization, read Keith’s Column.

Human Resources: Hyper-productive Working Practices Keith Harrison-Broninski - April 06, 2010 If you have ever been engaged in a project requiring you to use techniques and technologies you are not completely familiar with, you may have welcomed an interruption from a colleague seeking your help on an unrelated matter. Welcome as the distraction may have been, it likely caused a significant time loss when you returned your focus to the unfamiliar task at hand. Keith Harrison-Broninski has a tried and true remedy for avoiding such focus derailments. Read his Column for the formula.

Human Processes: Playing in the Orchestra on the Titanic Keith Harrison-Broninski - January 05, 2010 How will the business process industry fare in the aftermath of the current economic recession? Keith Harrison-Broninski challenges the notion that resuming the same old BPM solutions will continue to provide the answers.. Read Keith’s suggestions for how to avoid pouring old wine into new bottles once the economy is on a path to recovery.

Human Processes: Human Interaction Management and Learning Keith Harrison-Broninski - November 03, 2009 A strong proponent of Human Interaction Management (HIM), Keith Harrison-Broninski believes that by applying its principles, an organization can become a “Learning Organization.” The results will benefit the organization not only in terms of overall performance improvement but, equally important, by providing a more fulfilling workplace for the individual. Read Keith’s Column for a clear understanding of HIM and the steps involved in implementing its principles.

Human Processes: Change Aims Keith Harrison-Broninski - September 08, 2009 How can your organization avoid the Pareto principle that says that 20% of "exceptional cases" account for 80% of the costs? Keith Harrison-Broninski proposes that Human Interaction Management techniques for process management allow organizations to eliminate much of the 28% of knowledge worker time currently lost to poor control of human interactions. Read his Column for the details.

Human Processes: The First Step for BPM is HIM Keith Harrison-Broninski - July 07, 2009 When it comes to challenging conventional wisdom, Keith Harrison-Broninski is no stranger, and his Column this month reconfirms his reputation as an independent thinker. He asks, “Do you want to get value for money, motivate your staff, and stay afloat in the Internet Age?” If your answer is yes, he exhorts you to do HIM (Human Interaction Management) before you do BPM. He presents a forceful argument for his point of view. Read his Column to see if you agree.

Human Processes: De-risking Business Change Keith Harrison-Broninski - April 07, 2009 In this Column, Keith Harrison-Broninski launches the first of a series in which he will suggest ways you can de-risk business change by using the techniques of Goal-Oriented Organization Design (GOOD). GOOD is the methodology associated with Human Interaction Management (HIM) techniques and tools, but its applicability goes far beyond process design and implementation. Be sure to read Keith’s Column to learn what good is.

Human Processes: The Business Process Spectrum Keith Harrison-Broninski - February 03, 2009 In January, we published an Article by Henk de Man detailing Cordys’ response to the Object Management Group’s RFI on “dynamic Business Activity modeling.” In that Article, de Man offered his analysis of a number of approaches which aim to support case management – among them, an approach advocated by Keith Harrison-Broninski in his widely read book, Human Interaction Management. Here, Keith responds to the author’s analysis and criticism.

Human Process: Human Interaction Management Keith Harrison-Broninski - December 02, 2008 In a Column that is certain to evoke a considerable response from our readers, Keith Harrison-Broninski asserts that BPMN “is a symptom of a deep problem within BPM.” He proposes a new paradigm for process description. Read his argument before you decide where you stand on the issue.

Human Process: Preparing for the Third World War Keith Harrison-Broninski - October 07, 2008 No, Keith Harrison-Broninski is not providing instructions for building a bomb shelter. Rather he is discussing a subject of great concern to the world at large—the ecological threats that, if unchecked, promise to leave future generations with a profoundly diminished environment. Read his Column to learn what he foresees as the impact on business in the immediate future and the suggestions he offers for anticipating and dealing in advance with the inevitable restraints governments will impose on business operations to reduce further destruction of the environment.

Human Processes: The $650 Billion Problem Keith Harrison-Broninski - July 01, 2008 Keith Harrison-Broninski contends that globalization, reduction in labor demand, and worldwide recession are leading to a sea change in collaborative knowledge work. Read his compelling analysis of the impact these major market forces will inevitably have on knowledge workers and what managers can do to optimize the performance of their staff in this challenging business environment.

Human Processes: Hyper-Productivity Keith Harrison-Broninski - May 06, 2008 Keith Harrison-Broninski contends that improvement of the way people do collaborative knowledge work is the necessary next step in IT and business management. If you agree, his Column this month is a must read. If you’re not sure, read his Column for some substantive advice on how to manage a large software project both efficiently and effectively.

Human Processes: Is Your SOA a Disaster Waiting to Happen? Keith Harrison-Broninski - January 08, 2008 Keith Harrison-Broninski exhorts all who propose to undertake SOA (Service Oriented Architecture) in their organizations to recognize that SOA Governance is complex and risky and is implemented and managed by humans, not machines. Acknowledging the potential for human malfunction at the outset of the project can help avoid a disastrous outcome. Read his Column for helpful guidelines for implementing a SOA that humans can manage successfully.

Human Processes: What are Human Processes? Keith Harrison-Broninski - November 06, 2007 In his initial Column for BPTrends, Keith Harrison-Broninski continues his call to consider new and different perspectives on the nature of work involving human beings. We look forward (as Keith would urge) to his many new insights on this important topic in this and future Columns.

The Future of SOA, Part 7 of 7 Keith Harrison-Broninski - October 02, 2007 In his final Article in this thought-provoking series on the future of SOA, Keith Harrison-Broninski challenges all readers to consider, once again, what is missing from current approaches to SOA. In his summary, he suggests four ways SOA can improve the operation of your organization.

The Future of SOA, Part 6 of 7 Keith Harrison-Broninski - September 04, 2007 As in previous articles in this series, Keith Harrison-Broninski continues his argument that current approaches to SOA are fundamentally flawed. Throw away the flow charts, and adopt a new modeling approach based on reality rather than artificial definitions.

The Future of SOA, Part 5 of 7 Keith Harrison-Broninski - July 03, 2007 In the fifth article in this series, Keith Harrison-Broninski asks, “Are you goal-directed, or task trapped?” He differentiates between mechanistic work (a set of tasks) and human-driven work, which should have a description based on goals. (

The Future of SOA, Part 4 of 7 Keith Harrison-Broninski - June 05, 2007 Keith Harrison-Broninski proposes that SOA initiatives be driven by business people with business objectives – not by technical people with technical objectives often presented as “business advantages”.

Future of SOA-Part 3 of 7 Keith Harrison-Broninski - May 01, 2007 Keith Harrison-Broninski continues his examination of potential problems for adopters of SOA. In this article, he explores unforeseen dangers in the implementation of software changes. (Link)

The Future of SOA, Part 1 Keith Harrison-Broninski - March 06, 2007 This month, Keith Harrison-Broninski launches a new series of articles offering guidelines for the implementation of a next-generation IT infrastructure—one that is based on the business goals of your organization rather than technical innovations.

The Future of BPM: Part 6 of 6 Keith Harrison-Broninski - January 02, 2007 In his concluding Article in the BPTrends 6-part series on the Future of BPM, Keith Harrison-Broninski presents his views on who will take BPM into the future.

The Future of BPM, Part 5 Keith Harrison-Broninski - December 05, 2006 Following up on last month's article, Keith Harrison-Broninski urges you to consider orchestration and choreography in equal measure when evaluating your organization's process mapping efforts.

The Future of BPM, Part 4 Keith Harrison-Broninski - November 07, 2006 Using a musical analogy, Keith Harrison-Broninski continues his argument that BPMN will make the process language, BPEL, obsolete.

The Future of BPM: (Third Article) Keith Harrison-Broninski - October 03, 2006 Keith Harrison-Broninski continues his series on Human Interaction Management and RAD (Role Activity Diagrams) by discussing the future he sees for BPMS and the role that he believes modeling techniques can play in this future.

The Future of BPM: (Second Article) Keith Harrison-Broninski - September 05, 2006 Keith Harrison-Broninski continues his series on Human Interaction Management and RAD (Role Activity Diagrams) by discussing the future he sees for BPMS and the role he believes modeling techniques can play in this future.

The Future of BPM: An Introduction to Human Interaction Management and RAD Keith Harrison-Broninski - July 11, 2006 Keith Harrison-Broninski begins a new series on Human Interaction Management and RAD (Role Activity Diagrams) by discussing the future he sees for BPMS and the role that he believes modeling techniques can play in this future.

Re: Re: Standardizing BP Notation Keith Harrison-Broninski - February 07, 2006 In November, Paul Harmon wrote suggesting that BP Notation should be standardized. In December, Keith Harrison-Broninski offered his thoughts on the problem of standardization. Paul responded in January and, here, Keith concludes the exchange.

Sieves, Mechanical Processes, and Pragmatics Paul Harmon - January 03, 2006 Last month Keith Harrison-Broninski offered an alternative to Paul Harmon’s November 15th BPTrends Advisor, Standardizing Business Process Notation. This month Paul replies.

Going to Sea in a Sieve Keith Harrison-Broninski - December 06, 2005 Keith Harrison-Broninski writes to offer an alternative to Paul Harmon’s November 15th BPTrends Advisor, Standardizing Business Process Notation.(

Role Activity Diagrams: Human Interactions and Business Process Management Sue Bushell - October 04, 2005 Both Martyn Ould and Keith Harrison-Broninski have published books that suggest how analysts can use Role Activity Diagrams. Since these books advocate a rather different approach to business process change, we asked Sue Bushell, a Contributing Editor to CIO Magazine, Australia, to review both together, while also commenting on the Role Activity Diagram approach.

Modeling Human Interactions: Part II Keith Harrison-Broninski - July 05, 2005 Keith Harrison-Broninski has recently published a new book, Human Interactions, (Meghan-Kiffer Press, 2005) This is the second of a two part article we are publishing based on a chapter from his book describing Keith’s approach.

Modeling Human Interactions: Part I Keith Harrison-Broninski - June 07, 2005 Keith Harrison-Broninski has recently published a new book, Human Interactions, (Meghan-Kiffer Press, 2005) This is the first of a two part article we are publishing from one of his chapters to give readers the flavor of Keith’s approach.

Managing Process Change? Easy as Pi (and Petri) Keith Harrison-Broninski - March 01, 2005 Keith Harrison-Broninski is the CTO of Role Modellers Ltd., the author of Human Interactions: The Heart and Soul of Business Process Management, and an active member of the Petri-Pi Group, an informal group of individuals who are trying to sort out the foundations of business process theory. In this article he discusses his thoughts on processes, Pi Calculus, and Petri Nets.

Calendar

SOLEA 2009 - International Symposium on Service-Oriented Locally adapted Enterprise Architecture March 19, 2009 - March 19, 2009