The Agile Practitioner: Agile Documentation

Tom Bellinson advises against standardization. If there’s one takeaway here, it is this: don’t standardize on one or two tools and force everyone to use them for their solution. Allow people to find the tools that fit their particular needs. This practice, he believes will result in a more productive staff and better outcomes that will more than justify the cost of the extra tools.

Practical Process: Activating process-based management

Roger Tregear’s Column talks about why Process-based Management is a continuous cycle, driven by a well-defined target performance profile and shaped by continuous performance analysis – not just about isolated process-improvement projects. When we activate process-based management we take the idea of genuine continuous improvement seriously. Read details of how you can achieve continuous improvement in your organization and the benefits that will accrue.

Performance Architecture: The Case of the Moving Building

Roger Addison, Carol Haig and their guest author, Mark Johnson, relate the true story of a building where unwanted movement was occurring. The building’s owner brought in a forensics team that specialized in architecture, engineering, and construction to help determine the root cause of the movement. Read what the forensics team concluded.

Harmon on BPM: Process Improvement at a Casino

Paul recently received a solicitation for a Process Management job at a casino. He read the job description, and then considered how he might approach the opportunity. Read his thoughts on how he would prepare for the proposal and what process activities he would emphasize.

The Agile Practitioner: Workflow

In this Column, Tom talks about two topics that consistently come up in software development, but, he insists, they can most definitely apply to other product development processes as well: The amount of work in progress and the coupling/interdependency of components.

Harmon on BPM: Brett Champlin and the ABPMP

Paul eulogizes Brett Champlin and enumerates his many contributions to establishing the Association of Business Process Management Professionals as the respected BPM professional organization it is today.

Business Rule Solutions: Getting the Knowledge Payload of Processes—Concept Models

To solve the challenges of data-clogged processes, functional silos, and trustworthy business intelligence, follow Ron’s suggestions. As Ron explains in his Column this month, to address these problems you need a concept model, a whole new foundation based on business knowledge.

Practical Process: Signals in the Noise

In this Column, Roger (re)introduces what he considers to be the most important process performance management tool ever invented – the Process Behavior Chart (PBC), aka the XmR Chart. According to Roger, “Using a PBC allows us to focus on what is important and avoid chasing shadows.” Read how you can use the chart in your BPM practice.

Harmon on BPM: Thinking about Post-Pandemic Processes

Our May survey revealed that 17% of our readers are still working at their normal place of employment. At the same time about 60% of our readers are still working, but working at home. Others have been laid off. Paul observes that this is a time of business disruption from which we’re not likely to recover for a long time. So, what might be the long lasting effects of this disruption?

Digital Transformation: Turning Data Into Value

Mike Rosen asks – “So, what is the key to turning data into value?” Mike’s answer – A Digital Transformation Paradigm. Read his Column for a comprehensive description of a paradigm that he believes will prove very valuable in making better use of your data.

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