Class Notes: Agile Business Process Management – Towards an Integrated Framework

In this issue of Class Notes Jan vom Brocke teams up with Peyman Badakhshan and Thomas Grisold, colleagues at the University of Lichtenstein; and Kieran Conboy, from the National University of Galway, to reveal first findings of their latest research into the development of an integrative framework for agile BPM. Based on these findings, they offer some suggestions for how practitioners can integrate agility in their BPM activities.

Harmon on BPM: BPM in 2005 and 2019

As the title suggests, Paul looks at BPM activity in organizations in 2005 and 2019. What’s changed? Are there more or fewer projects underway? Have BPM methodologies kept pace with advances in technology? Read Paul’s Column to learn his take on the questions.

Business Rules Solutions: What Happens When Behavioral Business Rules and Decision Logic Collide?

Ron cites several instances in which behavioral business rules and decision logic rules do indeed cross paths. What happens when they do? Which rules ‘win’? Having problems handling exceptions in your decision logic? Read Ron’s Column for some clarification.

The Agile Practitioner: Conflict is Scary

Tom Bellinson believes that conflict is scary, but he encourages risk-taking and change in the face of uncertainty. “Teams without a diversity of membership can fall into the group-think trap and become complacent.” Read his interesting take on the positive role conflict can play in leading to a successful outcome for the process team.

Harmon on BPM: Keeping Track of New Developments

One of the roles of any good process analyst at any organization is to keep track of new technologies, new methods, and new approaches that might allow for the development of better processes at his or her company. In his Column this month Paul discusses how a process group might organize to facilitate keeping track of what’s new.

Frameworks: Pervasive Change and Digital Initiatives: Drive Process Challenges in 2019

Every year The APQC conducts research to identify the trends and challenges that might have an impact on process professionals. In this Column, Holly Lyke Ho-Gland presents the results of this year’s survey. Changes in this year’s priorities seem to be around the pervasiveness of change–it’s the new normal. Read what other surprising changes the survey revealed.

Essentials of Business Architecture: ‘The Business Architecture Concept Model: Strategic Context Phase’

Through his years of experience as a business process consultant, Roger has identified and applied 4 key Business Architecture models—Strategic Concept, Business Design, Business Change and Operations. In this Column, he describes the aspects of the strategic phase.

Human Processes: Creating a Network

In his Column this month, Keith summarizes two key ideas that evolved from research into the theory of Human Interaction Management. Keith believes these ideas to be particularly relevant and provides a set of five principles that help ensure productive collaboration.

Digital Transformation: Platform Business Model of the Digital Economy

Mike Rosen begins his Column by looking at one of the prominent digital business models, then examines this model through the lens of digital transformation foundations, and finally looks at the architectural implications of that model.

Harmon on BPM: Personal Workflow Systems

Paul discusses “job aids,” a device that prompts human performance as a critical support element to training. Read why as he explains job aids and their function in the organization.

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