Class Notes: Business Process Management Cases – Learning from Real-World Experience

In a joint effort of colleagues from BPM practitioners and academics, a project was launched to collect cases from their experience in applying BPM in the real world. In this Column, Jan vom Brocke and his colleague, Jan Mendling report on this initiative and outline the diversity of these cases including the various sectors and objectives.

Performance Improvement: Sole Survivor: Capitalizing on Momentum

Alan has written a series of Columns targeted at the BPM expert who has set up shop as a sole practitioner. This Column is about some of the things the BPM expert can do to capitalize on early successes, and prepare for the opportunity to expand his/her influence.

Human Processes: Collaboration = community

Keith suggests that third sector organizations which, as he defines them, include groups from the social/community/voluntary sector, need to become skilled at collaboration and are often led by highly networked individuals who mentor their colleagues to develop and use collaboration skills. Collaboration, he believes, is the lifeblood of this sector.

Performance Architecture: Level IV – Improving Performance on the World Stage

For many workers today, it is a priority to be associated with an employer that adds value to society. Roger and Carol focus their attention this month on a range of performance issues at the world stage. They have summarized sample initiatives undertaken by a number of large organizations that supported the United Nations’ Eight Millennium Goals which were to be met by 2015.

Harmon on BPM: Wil van der Aalst and a New BPM Program

Hearing the news that Wil van der Aalst had been asked to create a new Process and Data Science group at Aachen University in Germany, Paul contacted him to ask him about his new undertaking. His Column this month features Dr. van der Aalst’s responses.

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.

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