Practical Process: What Should a Process Owner Know?

Roger Tregear cites the Process Owner as “a lynchpin in effective process-based management.” To be successful, a Process Owner must have deep knowledge about the objectives, operation, opportunities, and challenges of their process. In this Column, Roger provides an insight into what the ideal process owner that might look like.

Digital Transformation: Architecture Value

Mike Rosen asserts that the key to successful architecture is working with critical stakeholders to help them make better, architecturally influenced decisions, by providing them with information that is structured in a way that is natural to them and helps them do their job better. Read how this goal might be achieved. This is Mike’s last Column as he is retiring this year. We will all sorely miss his expertise and practical knowledge. We wish Mike all the best.

Harmon on BPM: Management Processes

This month Paul turns his focus to Management processes which he believes are less understood than either manufacturing or service processes. Nonetheless, they are just as important to anyone who is engaged in trying to understand how businesses work and how they can be improved.

Frameworks: Process Tackling Productivity Issues

APQC recently conducted a survey focused on services and learning to better understand current productivity challenges for knowledge workers and the roles process and knowledge management play in personal productivity. In her Column, Holly Lyke-Ho-Gland, Principal Research Lead at APQC, discusses the results of the survey.

Business Rules Solutions: What is Data Science, Really?

Ron Ross’s Column is a must-read this month. After attending a conference on data analytics where the term “data science” was “sprinkled generously throughout” the conference, he explores the confusion over the many words and phrases used to define data analytics.

Harmon on BPM: Service Processes

Systematic business process analysis and design began in the US at the beginning of the 20th century and was focused on the manufacturing process. In his Column this month, Paul suggests that at this point, we are all focused on service processes and learning more about how to help customers have good experiences. Read to learn why this is the case.

Harmon on BPM: AI Automation and Jobs

Paul takes on a discussion on everyone’s mind—the inevitable transition to a highly automated world. Although it will not occur overnight, it promises to be painful and frustrating. Nonetheless, Paul believes the more we automate, the cheaper valued goods and services become, and the sooner we can create better societies for all of us. Read this thoughtful and thought-provoking essay, and let us know your thoughts.

Human Processes: Technical Debt Doesn’t Matter

Keith Harrison-Broninski avers that “In today’s world, architectural technical debt is the new normal. There is no longer advantage in analyzing the poor design of current systems.” He suggests that organizations need to focus on how their systems serve stakeholders throughout society and make best use of emerging technologies. More details inside.

The Agile Practitioner: Agile Leadership

Tom Bellinson provides a strong argument that organizations that rely on the chain of command and the control provided by a fear-based management system will fail spectacularly at agility. Why? Find out.

Business Rules Solutions: Rethinking your Business Management Space—Knowledge Alignment

Ron Ross believes the central issue in the “knowledge age” to be effective is communication and that we need to define what we know and how we express it on a much larger scale than we currently do. Read Ron’s perceptive analysis of how we can get to a better place.

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