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.

Practical Process: Process Improvement Is Not Enough

Roger Tregear discusses a pyramid of process tasks and points out that process improvement, while important, isn’t the complete job facing a business manager.

Harmon on BPM: Management Processes

Paul Harmon describes a new book he is working on and presents a bit from the book’s Introduction.

Culture Reigns Supreme in Process Teams’ Priorities

Holly Lyke-Ho-Gland describes the results of APQC’s annual process and performance management (PPM) survey of trends and challenges facing PPM professionals in the year ahead.

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.

Human Processes: Architecting processes

Keith Harrison-Broninski begins his Column with this statement: “Finally, a notation is available to show collaborative human processes in a simple, sensible way. It’s about time.” I’m sure you’re curious, as I was, about what precisely he meant. Well, he reveals his meaning, but you’ll have to read inside to find out.

Harmon on BPM: Process Problems and Solutions

This month, Paul considers the range of problems that a business process practitioner might address. He includes a basic list of things to check when analyzing a specific process problem.

The Agile Practitioner: Everything’s Going Agile

In his final Column for BPTrends, Tom Bellinson continues his role of providing thoughtful and well-articulated advice to process practitioners as they begin or continue their Agile journey. He will be missed as a regular contributor but has assured that he will continue to contribute as he has ideas that will be helpful.

Frameworks: Beyond Operational Improvements: The Expanding Role of Process

Holly Lyke-Ho-Gland looks beyond the standard role of process practitioners in organizations. Although companies continue to rely on process teams for tactical responsibilities in process improvement,
they are increasingly tapping into their teams to support strategic priorities that have an impact on the entire organization.

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.

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