Performance Architecture: Where Geary Rummler’s Work and Business Process Intersect

Roger Addison and Carol Haig review the major contributions made by Geary Rummler to the work of, business process specialists, instructional designers and others who seek to help organizations meet and exceed performance goals. Read their Column to learn more about Geary and his long lasting impact on business processes.

Business Rules Solutions: Blueprinting Business Knowledge: Concept Models

Ron Ross asks readers to “Think of the challenge of miscommunication as essentially needing to redesign concepts to get everyone on the same page – that is, to create shared understanding.” He proposes applying a concept model. Get a quick introduction to the industry-wide motivation for concept models in Ron’s column this month.

Harmon on BPM: Major Transformation, Incremental Improvement and AI

Paul exhorts readers to think beyond the idea that AI is nothing more than Robotics Process Automation. “AI is a call to think big – to imagine new futures and new industries – to imagine transformed business processes.” Read his Column to learn why he thinks this is so.

Practical Process: Steepening the Curve

Referring to the Covid 19 Virus, Roger wonders if we could we invert and repurpose what we are learning from fighting the spread of the “bad” to encourage the spread of the “good?”. What can we learn from our responses to the current pandemic to improve our environment? Roger explores some possible answers in this month’s Column.

The Agile Practitioner: Agile Risk Management

Tom Bellinson describes how an agile team responds “when a deadline looms large.” Above all, product teams must have the freedom to deliver on the required outcomes for the customer in a highly flexible manner. An Agile team is trained for this purpose. Read more on this topic in Tom’s Column.

Frameworks: Business Continuity Through Process

Holly addresses what has become an issue for most of us to confront– how to transition to working remotely. One key piece of advice has been to establish a routine. However, process management offers much more than a routine to fall back on. Read what else processes can provide to facilitate and enhance your endeavors.

Human Processes: Data Strategy

Keith premises this Column on the belief that processes and data are mirror images of one another. Processes not only consume and generate data, but are themselves a form of data, and governance processes are necessary to manage data generally. In this Column, Keith takes a look at the processes that control how data is created, used, updated, and disposed of by an organization.

Harmon on BPM: Business Process Trends

Since we began publishing BPTrends in 2003, Paul has attempted to provide readers with a broad understanding of the process market. Though not the most exciting reading, Paul concedes, he continues to provide everyone who works in the process area with a good understanding of the market and where the market is trending. Read his latest update on where we are and where we’re headed.

Harmon on BPM: Recycling

Paul devotes his Column this month to the all-important topic of recycling. Business processes take inputs and convert them into valued outputs. However, the dirty secret is that while business processes take some inputs and convert them into valued outputs, most are, in fact, converted into waste bi-products that are simply thrown away. Read some thoughts on this important topic in Paul’s Column.

Performance Architecture: Upstairs Downstairs on the Edge

As Performance Architects, Roger Addison and Carol Haig are pleased to discover exceptional service which is usually enabled by customer-focused processes. These processes, combined with other factors produce a recipe for success. Read their take on the ingredients of the recipe.

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