Business Architecture: Measuring Performance, Part 2

In Part 1 of this two-part series, Roger provided a list of key performance indicators and how to apply them. In Part 2, he elaborates on the structure of measurement and what you should consider to achieve an accurate and useful measure of your processes.

Harmon on BPM: Toward an Agile BPM Methodology, Part 1, Identifying Problems

The Agile approach opposes the formal process methodologies that put more emphasis on developing an architecture and surveying an organization. The main driver for this change is the growing role that transformative technologies are playing in our organizations. In this first Column on an agile BPM approach, Paul addresses one issue: identifying the opportunity to be addressed by the new technology.

Business Rules Solutions: New Knowledge Paradigm, a Single Source of Business Truth

Ron Ross suggests that you start thinking about managing core business knowledge as an asset. He believes that the new knowledge paradigm offers boundless opportunities and says that “Digital won’t get you there alone – knowledge is the fodder.” Read Ron’s Column for his insights into the new knowledge paradigm.

Harmon on BPM: Business Process Conferences

In this Column, Paul discusses the decline in Conferences focused on BPM which he attributes to the idea that “we are currently in a lull, waiting for some new development to put fresh wind in the process sails.” He provides commentary on the fall 2017 conferences and looks forward with great enthusiasm to spring 2018 conferences.

The Agile Practitioner: Using Agile Tools

For several years, BPTrends author, Tom Bellinson wrote a quarterly Column titled Process Solutions. This month he begins a new series for BPTrends entitled “The Agile Practitioner.” In his first Column in this series, Tom provides a detailed explanation of what agile processes do and how they can be applied.

Applying Process Changes: Match Making: Certification Requirements and Process Frameworks

APQC conducted a study to explore how organizations connect their processes to certification standards to improve the auditing experience and make certain that process and quality efforts work toward the same goals. In this Column, Holly discusses answers to key questions that arose from the study.

Essentials of Business Architecture: Measuring Performance Part 1

Having covered a variety of topics relating to business architecture, Roger Burlton turns his attention to the question of how we can measure what we have defined. In Part 1 of a two-part series, he provides a list of key performance indicators and how to apply them. Part 2 of Measuring Performance will be published in the October Update.

Harmon on BPM: Toward an Agile BPM Methodology

Paul predicts that every company is going to be engaged in constant redesign and transformation within the next few years. He suggests that business change practitioners need an agile methodology to accommodate the ongoing need for change. Let us know your thoughts on Paul’s predictions.

Process Improvement: Sole Survivor: Finding that First Opportunity

Alan Ramias recounts his first experiences as an internal improvement consultant at Motorola in the early 1980’s—a time when the notions of BPM and improving business processes were unknown. From that experience and those in the intervening years, Alan has gleaned several lessons which he shares in this Column.

Class Notes: Power of Text-mining in BPM

Jan vom Brocke and his colleagues, Oliver Mueller, and Stefan Debortoli, at the University of Lichtenstein, provide a detailed account of their investigation of
text-mining’s potential to foster BPM capabilities. Read their Column for Their conclusions.

Share
Share