Managing BPM: Stamp of Approval

Managing BPM: Stamp of Approval Lots of process change teams have worked hard to improve a process and rolled it out to a grateful audience, only to find that their new process is noncompliant. This month, Joe Francis considers how you validate processes to win that stamp of approval.

Managing BPM: A Word From Your Sponsor

Managing BPM: A Word From Your Sponsor When asked about the most important key to process improvement, most practitioners immediately say its having a good sponsor. This month, Joe Francis reflects on sponsors and their importance.

Managing BPM: Just Doing It

Managing BPM: Just Doing It This month, Joe Francis considers what happens after a BPM group creates a new design. He considers a variety of deployment strategies he’s encountered and offers some advice on what seems to work best.

Managing BPM: Blink Analysis

Managing BPM: Blink Analysis This month, Joe Francis reflects on how a professional, familiar with the common problem patterns that occur in a specific domain, can sometimes instantly recognize problems that someone less familiar with the domain patterns would uncover, only after extensive research and study.

Managing BPM: The Process Crawl

Managing BPM: The Process Crawl This month, Joe Francis considers how the use of business process frameworks simplifies the task of capturing current process information in an organization.

Managing BPM: The MOBO Process Path

Managing BPM: The MOBO Process Path This month Joe Francis considers how companies continue to reorganize their functions and suggests that the management of processes gives leading organizations the ability to continue to prosper even as organizations change functional reporting relationships.

Managing BPM: To O or Not to O

Managing BPM: To O or Not to O This month, Joe Francis describes how he approaches outsourcing proposals using a business process framework like SCOR.

Managing BPM: Supermodel

Managing BPM: Supermodel Joe Francis focuses his attention on the tendency of some groups and individuals to obsess over process models that are too complex. He advises that the goal is performance improvement and suggests you keep the modeling effort to the minimum necessary to assure improved performance.

Managing BPM: Growing Up

Managing BPM: Growing Up This month Joe Francis recounts his experience with CMM. He provides some metrics for what a company saves as it matures to suggest just how valuable it can be to get to level 4.

Managing BPM: Gestures and Recipes

Managing BPM: Gestures and Recipes This month, Joe Francis considers the recent evolution of process thinking, from primitive gestures where new workers do what older workers do, to recipes and languages that allow us to encode rules in frameworks.

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