Harmon on BPM: The Varieties of BPM

Paul recently got into a discussion about BPM with a group of practitioners and discovered that each was doing something rather different. From that discussion, he was reminded of the variety of perspectives that a really comprehensive approach to business process management, process improvement or business transformation must embrace. In this column, he provides a brief summary of those perspectives.

Essentials of Business Architecture: Design the Business Phase

In his previous Column, Roger examined the “Define the Business” phase of the business architecture approach. In this Column, he examines the next phase, Design the Business Phase, which deals with translating the strategy into structural models to enable prioritization in the subsequent two phases.

Practical Process: BPM Myth or Method?

In talking to many people in many organizations in many places, Roger Tregear is frequently told things about BPM that are, from his perspective, just plain wrong. He refers to them as “process urban myths” and presents them here for your evaluation. Do you have any myths to add?

Human Processes: The Hidden Teams Behind the Swim Lanes

“Processes don’t do work, teams do.” In this Column, Keith focuses on how to ensure
that the teams working on your processes are working effectively. He describes the three things which, he contends, can make a huge difference in accomplishing that goal and can be implemented inexpensively – 1) Hyper-productive teams, (2) Communities of Practice (CoPs), and (3) Center of Excellence (COE).

Class Notes: Agile Business Process Management – Towards an Integrated Framework

In this issue of Class Notes Jan vom Brocke teams up with Peyman Badakhshan and Thomas Grisold, colleagues at the University of Lichtenstein; and Kieran Conboy, from the National University of Galway, to reveal first findings of their latest research into the development of an integrative framework for agile BPM. Based on these findings, they offer some suggestions for how practitioners can integrate agility in their BPM activities.

Harmon on BPM: BPM in 2005 and 2019

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.

Business Rules Solutions: What Happens When Behavioral Business Rules and Decision Logic Collide?

Ron cites several instances in which behavioral business rules and decision logic rules do indeed cross paths. What happens when they do? Which rules ‘win’? Having problems handling exceptions in your decision logic? Read Ron’s Column for some clarification.

The Agile Practitioner: Conflict is Scary

Tom Bellinson believes that conflict is scary, but he encourages risk-taking and change in the face of uncertainty. “Teams without a diversity of membership can fall into the group-think trap and become complacent.” Read his interesting take on the positive role conflict can play in leading to a successful outcome for the process team.

Harmon on BPM: Keeping Track of New Developments

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.

Frameworks: Pervasive Change and Digital Initiatives: Drive Process Challenges in 2019

Every year The APQC conducts research to identify the trends and challenges that might have an impact on process professionals. In this Column, Holly Lyke Ho-Gland presents the results of this year’s survey. Changes in this year’s priorities seem to be around the pervasiveness of change–it’s the new normal. Read what other surprising changes the survey revealed.

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