Harmon on BPM: AI and Business Processes

In this month’s Column, Paul provides a context for examining the current interest in AI which began in the Eighties and has recently re-emerged. One of the limits imposed on AI in the Eighties was a lack of sufficient computer power. AI was an expensive and time consuming process. Paul believes this re-emergence of interest in AI is much more grounded now that the computer power is there to accommodate it. Read why he thinks so.

Frameworks: Process Management Capabilities Shift

Holly-Lyke-Ho Gland cites a recent APQC survey to support her argument that an overwhelming majority of process practitioners feel that to stay relevant process management needs to take a hard look at its capabilities. In this Column , Holly examines the questions of what’s driving the change and what needs to change.

Practical Process: The 6 wastes of BPM

Although we are very familiar with defining types of wastes that are found in operational activities, Roger Tregear asks “What about the wastes that we can too easily design into process-based management?” He believes that these wastes can result in the failure of active process management and improvement. In this Column, Roger defines some of those wastes and suggests countermeasures to eliminate them.

Essentials of Business Architecture: Developing your Concept Model: What do you manage and what do the words mean

In several earlier Columns, Roger Burlton has referred to the importance of a common semantic framework in developing other architectural models. Since he began writing his Column 3 years ago, he has increasingly relied on the formal structuring of a Concept Model as the foundation of several other types of domain models. In this Column, he presents an architectural framework that has evolved to be at least as workable as his original model but much easier to communicate to practitioners.

Digital Transformation: Right Here, Right Now!

In his debut Column on Digital Transformation, Mike Rosen writes that although ‘”Digital Transformation’ has been hyped up to the max,” the hype does not mean that it isn’t real. In fact, he contends that it is very real, and evolving rapidly, and that organizations that don’t have it on their radar may be in peril in the not-too-distant future.

The Agile Practitioner: Agile Projects

Tom Bellinson states that “Agile project management is not an excuse to forego planning or architecture.” The fundamental flaw with the traditional approach to project management is that both the time permitted and the scope of work are fixed at the beginning. Read Tom’s Column to learn how an Agile approach can help overcome this problem.

Harmon on BPM: Elon Musk on Productivity

Simply stated, Tesla is having trouble reaching its goal of 6,000 units per week at its Fremont plant. When the Model 3 was first announced, Musk said that the Fremont plant would use radically improved technology to make its production the most efficient in the world. That’s quite a challenge. Read Paul’s analysis of where Tesla is now and what innovations they might come up with to achieve their production goals.

Process Improvement: When Clients Act like Jerks

Alan Ramias takes on an issue that BPM practitioners frequently encounter–how to handle bad behaving .clients. After a long career as a performance consultant, Alan has collected a virtual anthology of how to handle misbehaving clients and bosses, and he shares them here.

Performance Architecture: Evaluation – Begin at the End

In this month’s Column, Roger Addison and Carol Haig offer what some might consider unusual advice for developing and implementing a project—start your evaluation at the end and work backwards. Don’t reject it until you’ve tried it.

Business Rules Solutions: Concept Models vs. Data Models

Ron Ross defines what a concept model is, and suggests that to appreciate the need for a concept model, you must appreciate that business communication is often replete with ambiguity.”If you’ve never been burned by miscommunication, then you’ll never really appreciate the need for a concept model.” But, as Ron says, of course we’ve all been victimized in that respect. Read his advice on how to avoid ambiguity that could lead to miscommunication.

Share
Share