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.
Harmon on BPM: What’s next for Business Process?
In his Column this month, Paul asks where business process improvement is today and where it’s likely to go next. You will want to read his surprising speculation on that question.
Roles Evolve As Organizations Become More Mature
Roles in organizations vary according to the overall process maturity of the organization. Further, the focus of different people in the organization necessarily changes as an organization becomes more mature.