Harmon on BPM: Understanding Business Process Management

Paul’s experience in Business Process Management spans 50+ years, from its beginnings in the 1960’s to the present. In his Column this month, he recounts what BPM was then and what it has evolved to be today. Paul’s perspective is interesting and it is enlightening to explore the roots of BPM and learn some things you might not have known.

Class Notes: Assessing and Further Developing your BPM Approach with the 10 Principles of Good Business Process Management

Although Business Process Management has proven, for the most part, to be successful in supporting both efficiency and effectiveness in business processes, its adoption has proven to be a challenge for many organizations. In his Column this month, Jan vom Brocke teams up with his colleagues at the University of Liechtenstein, Peyman Badakhshan and Theresa Schmiedel, to present a tool for organizations to use in assessing and developing their BPM approach.

Business Rules Solutions: Flash Points

In a behavioral business rule, flash points are the events where the rule can be violated, and comprehensive support for flash points is essential for maintaining the integrity of business solutions. Ron Ross provides a comprehensive guide for identifying and dealing with your flash points.

Practical Process: Fair Dinkum Process Governance

Roger Tregear says that fair dinkum is an Australian slang expression meaning that “something is unquestionably good or genuine devoid of any actual or potential nonsense…” While much is written about process governance and the process owner (PO) role, much of it isn’t fair dinkum and doesn’t help a process owner understand what they are really supposed to do.

Performance Architecture: Performance Architects on Architecture

Since Americans spend 90 percent of their time indoors, surrounded by architecture, Roger Addison and Carol Haig ask what architecture does for people. In this Column, they offer their perspective on this question. Read their compelling analysis. From your own experience, what would you add?

Harmon on BPM: Three Jobs I’d Like

Paul muses that “it would be fun to have a full-time job with an organization and deal with the organization’s problems on an ongoing basis.” When I think that way, I usually proceed to think in terms of a job that I’d like. In this Column, Paul cites and defines those three jobs and what he would do to be successful in those positions.

Harmon on BPM: The Fourth Edition of Business Process Change

Paul discusses the history of his landmark book on process change and explains the updates and changes to accommodate new trends and practices that readers will experience in the brand new 4th Edition, just published this spring.

The Agile Practitioner: Getting the Data

Tom Bellinson asserts that “To understand what is meant by “long-range planning,” we need to go back to the traditional approach to product planning.” In addition to gathering evidence, good product managers should also be directly interacting with users and associated product stakeholders.

Practical Process: Measuring Business Process Performance

Roger Tregear claims that if we aren’t measuring process performance, we aren’t managing processes, and we can’t know if we are improving them. Process performance measurement is a vital enabler of process-based management.

Frameworks: Driving Value: Why Do Organizations Use Frameworks?

Holly Lyke Ho Gland, a principal research lead at APQC, finds that as business needs and the role of process practitioners continues to evolve, practitioners continue to find ways to apply frameworks to help execute their work – because ultimately, frameworks help organizations save time and improve the efficiency of their projects.

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