This month Harmon describes the overall manager that is used to describe how the manager of a business process works to assure that the process is working as it should. This management model provides the basis for all subsequent discussions of how process managers do their jobs.
Processes and Capabilities
This article provides a quick overview of how the terms Process and Capabilities can be used in BPM. Some will disagree, but this makes sense to us and has proven quite workable.
Harmon on BPM: The Scope of Management
Paul Harmon describes what managers are expected to do, and considers how process management fits within the overall managerial role.
Should Every Manager Be a Process Manager?
Harmon’s comment on a historic column that Roger Tregear wrote on Process Management.
Harmon on BPM: Management Processes
Paul Harmon describes a new book he is working on and presents a bit from the book’s Introduction.
Once More: Porter on Competitive Advantage
Paul Harmon describes the continuing importance of Michael Porter’s Competitive Advantage concept to process professionals.
Lean Solutions: How Companies and Customers Can Create Value and Wealth Together by James P. Womack and Daniel T. Jones.
Reviewed by Paul Harmon.
Change Management and Human Performance
Change Management is one of the keys to a successful business process change initiative. Learning the basics involved and incorporating them into your process methodology will increase your chances for success.
A Scorecard for Process Managers
This approach can capture the same information captured in a more traditional balanced scorecard approach. The stakeholder scorecard approach, however, doesn’t require that measures be rearranged or arbitrarily grouped, but allows them to displayed in a way that improves tractability and clarifies the priorities of the process in question.
Book Review: Business Architecture: Collecting, Connecting, and Correcting the Dots by Roger Burlton
Reviewed by Paul Harmon.