Paul Harmon

Executive Editor and Founder, Business Process Trends

Paul HarmonIn addition to his role as Executive Editor and Founder of Business Process Trends, Paul Harmon is Chief Consultant and Founder of BPTrends Associates, a professional services company providing educational and consulting services to managers interested in understanding and implementing business process change.

Paul is a noted consultant, author and analyst concerned with applying new technologies to real-world business problems. He is the author of Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating Processes (2003). He has previously co-authored Developing E-business Systems and Architectures (2001), Understanding UML (1998), and Intelligent Software Systems Development (1993). Mr. Harmon has served as a senior consultant and head of Cutter Consortium's Distributed Architecture practice. Between 1985 and 2000 Mr. Harmon wrote Cutter newsletters, including Expert Systems Strategies, CASE Strategies, and Component Development Strategies.

Paul has worked on major process redesign projects with Bank of America, Wells Fargo, Security Pacific, Prudential, and Citibank, among others. He is a member of ISPI and a Certified Performance Technologist. Paul is a widely respected keynote speaker and has developed and delivered workshops and seminars on a wide variety of topics to conferences and major corporations through out the world.

Paul lives in Las Vegas.

Paul can be reached at pharmon@bptrends.com


Harmon on BPM: A General Management Model

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.

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