Essentials of Business Architecture: ‘Prioritizing Business and Process Change Part 1: A Fast-tracked Approach’

This is the ninth Column in Roger Burlton’s series on the Essentials of Business Architecture, and it leverages all of the knowledge contained in the previous eight Columns.

Technology for Business Change: Happy 2018

What Peter has observed in his role as Chief Technology Officer at Bizzdesign,
is that many organizations don’t do a very good job regarding change. In this Column, Peter asks, “Who Owns Change?” and suggests some questions that, if addressed, the implementation could help create a more adaptive organization.

Harmon on BPM: Defining Problems for Critical Processes

In his December Column, Paul cited two key tools that agile process developers needed to know. One is the Stakeholder Diagram which he discussed in that Column. The other is the Scope Diagram, a tool that refines our understanding of a process and identifies problems that we might want to alter or improve. In this Column, Paul focuses on the Scope Diagram.

Human Processes: The Rise of Humans

In his November Column, Keith discussed how collaborative processes are fundamental to initiatives in which the third sector (community and voluntary–the other two being public and private) plays a significant part, and how the importance of such initiatives is set to increase dramatically in years to come. In this Column, he discusses the impact of maturing automation technologies.

Frameworks: Using Frameworks for Process Analysis

Holly Lyke-Ho-Gland, a principal research leader at APQC, describes in detail the five basic steps of process analysis and how process frameworks can be used to provide structure for the organization’s process analysis efforts. Read Holly’s clear and concise description of the steps to achieve an effective process analysis.

Harmon on BPM: Establishing Objectives for Agile Process

In the November Poll, we asked our readers to tell us what percent of their processes were well documented, modeled and routinely measured. The results revealed a considerable discrepancy between interest and application. In this Column, Paul presents the Stakeholder Diagram as a tool to simplify an agile process redesign.

Practical Process: A packet of seeds and a shovel is not gardening

This month Roger Tregear tackles the question of why few organizations create and sustain genuine process-based management. Roger believes that what’s missing is an embedded systemic approach that demonstrably delivers useful outcomes, i.e. it fixes problems and delivers improved performance. Read Roger’s analysis and the steps he proposes to overcome the obstacles to establishing a systemic approach.

The Agile Practitioner: Process, Dogma and Flexibility

Organizations that are serious about process management often use the Capability Maturity Model Integration (CMMI) as a means of evaluating their place on the maturity scale. Getting from Level 3 to Level 4 presents a considerable challenge to most organizations. And, although certain processes will always be managed at the organizational level, Tom believes agile practices are best left to the team level.

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.

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