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.

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.

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.

Manufacturing processes really do differ from service processes. This is important when you consider that most BPM methodologies were developed when people were focusing on manufacturing. Here Paul Harmon will consider what the differences are and why they are important.

Paul Harmon and Sandra Foster teamed up to write this piece at an earlier date, but it’s a timeless article as apropos today as it was when it was first written. Let us know your thoughts. Anything you would omit or add to update it?

In this Article, Lewis Robinson redefines software networking as another name for the orchestration of networks. It is, he says, “a method for automatically programming the behavior of a network.” He provides more detail on what network orchestration is and explains why he believes it’s so crucial.

It is with sadness that BPTrends notes the passing of Peter Fingar, a thinker, writer and consultant who contributed greatly to today’s Business Process Management scene. For most of us, Peter first came to our attention when he co-authored Business Process Management: The Third Wave, in 2003, with Howard Smith. In fact Peter had been […]

Organizations use many tools and methodologies to capture information about how they perform day-to-day activities to achieve cost reductions and desired efficiencies. One common approach is end-to-end process management. Nandhini Jeyachandran explains why.

Despite widespread use, many people remain unconvinced of the importance of Business Process Management. Why? What are we getting wrong? Read what Laila Mara Pesoa , Process and Knowledge Management Consultant at Alpha Leonis Advisors, thinks could be at least part of the problem.