January 2022

Harmon on BPM: Management Processes

This month Paul turns his focus to Management processes which he believes are less understood than either manufacturing or service processes. Nonetheless, they are just as important to anyone who is engaged in trying to understand how businesses work and how they can be improved.

Practical Process: What Should a Process Owner Know?

Roger Tregear cites the Process Owner as “a lynchpin in effective process-based management.” To be successful, a Process Owner must have deep knowledge about the objectives, operation, opportunities, and challenges of their process. In this Column, Roger provides an insight into what the ideal process owner that might look like.

Digital Transformation: Architecture Value

Mike Rosen asserts that the key to successful architecture is working with critical stakeholders to help them make better, architecturally influenced decisions, by providing them with information that is structured in a way that is natural to them and helps them do their job better. Read how this goal might be achieved. This is Mike’s last Column as he is retiring this year. We will all sorely miss his expertise and practical knowledge. We wish Mike all the best.

The Theory of Constraints

In essence, the TOC holds that any given process is limited in what it can achieve by one, or at least a very small number of constraints. It is a straightforward approach that provides a number of suggestions for identifying problems and improving them.

Frameworks: Process Tackling Productivity Issues

APQC recently conducted a survey focused on services and learning to better understand current productivity challenges for knowledge workers and the roles process and knowledge management play in personal productivity. In her Column, Holly Lyke-Ho-Gland, Principal Research Lead at APQC, discusses the results of the survey.

Business Rules Solutions: What is Data Science, Really?

Ron Ross’s Column is a must-read this month. After attending a conference on data analytics where the term “data science” was “sprinkled generously throughout” the conference, he explores the confusion over the many words and phrases used to define data analytics.

Deming, IT, and BPM IDEF0 Diagrams

As process emerges as a unified field and practitioners become familiar with the practices of other groups of process practitioners, we will find that we have developed a wide variety of techniques to achieve similar purposes and we will benefit from the different uses that different groups have derived from similar approaches.

Harmon on BPM: Service Processes

Systematic business process analysis and design began in the US at the beginning of the 20th century and was focused on the manufacturing process. In his Column this month, Paul suggests that at this point, we are all focused on service processes and learning more about how to help customers have good experiences. Read to learn why this is the case.

Steps Toward a Discipline for Process Managers

Processes–not departments–describe how an organization creates value. You only get what you measure. If you don’t measure value chains and their subsidiary processes, you don’t achieve consistent results. And, finally, someone has to responsible for achieving results if you are to get them.

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