Paul Harmon

As the title suggests, Paul looks at BPM activity in organizations in 2005 and 2019. What’s changed? Are there more or fewer projects underway? Have BPM methodologies kept pace with advances in technology? Read Paul’s Column to learn his take on the questions.

One of the roles of any good process analyst at any organization is to keep track of new technologies, new methods, and new approaches that might allow for the development of better processes at his or her company. In his Column this month Paul discusses how a process group might organize to facilitate keeping track of what’s new.

Paul discusses “job aids,” a device that prompts human performance as a critical support element to training. Read why as he explains job aids and their function in the organization.

While process perspective has always been important, it has become ever more important as organizations become more automated and as software systems link automated activities into automated processes. Read Paul’s take on what will be the next driver of a surge in process improvement enthusiasm in 2019.

Business Process Management is about increasing productivity, and the process analyst’s job is to help companies create more and better products, faster, using the minimum labor possible. So what impact does a successful Process Improvement project have on employment? Read Paul’s Column to get his take on the issue.

Any conventional business process improvement book provides many examples of incremental process improvement techniques. Paul suggests, however, that the more automated the process is, the more process mining deserves your attention. Read his reasons for this conclusion.

A recent story on the BBC reported remarks by Mr. Andrew Haldane, chief economist of the Bank of England, warning about the threat that Artificial Intelligence (AI) posed to British workers. In this month’s Column, Paul presents the surprising results of Mr. Haldane’s inquiry into his assumption that AI would reduce the number of available jobs.