Harmon on BPM: Industry Studies

While technology trend studies are useful, Paul thinks today’s most interesting trend is “Industry Studies.” He observes that a growing number of reports are being written that describe how companies within a given industry are likely to change. Because these studies are focused on specific industries, they are especially useful to the executives within those specific industries. Read his Column for details.

Class Notes: Blockchain & Business Process Management. Part 1 the BPM Lifecycle

In this Column, Jan vom Brocke and his colleagues Jan Mendling and Ingo Weber report on recent research in the area of Blockchain and Business Process Management. Based on their report, the authors have provided recommendations for organizations wishing to capitalize on the new technology in each of the six lifecycle phases.

The Agile Practitioner: The “Other” BPM

An attitude prevails in some organizations that too much business process management will stifle change, which is fundamental to being Agile. Tom Bellinson believes that trust is a very important characteristic of organizations that enjoy successful Agile practices. Read the examples he cites in support of his theory.

Practical Process: Process architecture vs the organization chart: no contest

Roger Tregear asserts that the process architecture and the organization chart are different and unrelated. One does not replace the other. They are not in competition. They are alternate views of the organization, and we need both. Read his well-reasoned argument explaining what these differences are and why.

Process Frameworks: Faster Process Automation Without Sacrificing Stability

Holly Lyke-Ho-Gland takes on the subject of robotic process automation (RPA) which, she contends, has moved from efforts to improve customer satisfaction and productivity through automation, into high-value and high-risk areas like finance and HR. She concludes that RPA is quickly becoming a staple of the process management toolbox.

Performance Architecture: Design for a Better World

In this, their fourth Column on design, Roger Addison and Carol Haig, describe an array of elegant and practical designs for a better world created by users of Autodesk software.

Harmon on BPM: Teaching Employees about Process

Based on his lengthy experience in working with organizations, Paul is absolutely convinced that managers and employees need to understand processes. They need to know that the activities they work on are a part of the larger set of activities that constitute a process, and they need to know that these processes will show how work gets done in their organizations.

Business Rules Solutions: Business Agility vs. Organizational Agility

Ron Ross argues that if you want to pursue true business agility your thinking must be grounded in management imperatives. Read his Column to learn what business agility means in the context of The Business Agility Manifesto.1

Human Processes: Too Many Cooks

Keith Harrison-Broninski opines that in some organizations, it seems that everybody is creating processes. Large companies may have several change initiatives happening simultaneously, and the people involved don’t always realize that their colleagues are making new versions of the same or closely related processes. The only way to deal with this is at the enterprise level, and Keith offers some advice on how to do so.

Essentials of Business Architecture: ‘Prioritizing Process and Capability Change Part 2 “Comprehensive Treatment”‘

In the tenth Column of his Essentials of Business Architecture series, Roger Burlton provides a more sophisticated method for dealing with the challenge of selecting the right problem to solve. In doing so, Roger delves more deeply into the “fast track” method possibilities he presented in Column 9 last month.

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