Harmon on BPM: Process Mining Grows Up

Any conventional business process improvement book provides many examples of incremental process improvement techniques. Paul suggests, however, that the more automated the process is, the more process mining deserves your attention. Read his reasons for this conclusion.

Essentials of Business Architecture: Retaining Business Knowledge: What do you need to know?

In the twelfth Column in his series on Business Architecture, Roger Burlton contends that architecture should be about more than a transformation, if the only focus is on the movement to a new product, service or a new business model, without thinking longer term, then as soon as we finish a particular change, we will need to immediately begin re-architecting all over again in the next transformation.

Performance Architecture: How to Rescue a Seal and Why it Matters

In their ongoing quest to discover what makes organizations successful and how that success translates into benefits to employees, and customers, Carol Haig and Roger Addison visited a variety of organizations. This month they toured the Marine Mammal Center in Sausalito, California, and they recount their findings in this Column.

Process Improvement: The Subjugation of Process

In this Column, Alan Ramias identifies what he considers to be a disturbing trend among some prominent process advocates, specifically to fit process inside “Operational Excellence.” He examines the “subjugation of process” and why we should question the wisdom of tucking BPM in Op Ex.

Harmon on BPM: Is AI a Threat to Jobs?

A recent story on the BBC reported remarks by Mr. Andrew Haldane, chief economist of the Bank of England, warning about the threat that Artificial Intelligence (AI) posed to British workers. In this month’s Column, Paul presents the surprising results of Mr. Haldane’s inquiry into his assumption that AI would reduce the number of available jobs.

The Agile Practitioner: Balancing Change

Tom Bellinson discusses lessons learned in a class he took to fulfill his scrum master certification training, “We must be willing to take bigger risks in the name of continuous improvement.” Read his compelling story drawn from Tom’s personal experience.

Human Processes: What Makes a Good Process?

Respecting a long tradition in consultancy, Keith has organized his guide to process quality into 5’C;s, and he presents them in this month’s Column.

Harmon on BPM: AI and Business Processes

In this month’s Column, Paul provides a context for examining the current interest in AI which began in the Eighties and has recently re-emerged. One of the limits imposed on AI in the Eighties was a lack of sufficient computer power. AI was an expensive and time consuming process. Paul believes this re-emergence of interest in AI is much more grounded now that the computer power is there to accommodate it. Read why he thinks so.

Frameworks: Process Management Capabilities Shift

Holly-Lyke-Ho Gland cites a recent APQC survey to support her argument that an overwhelming majority of process practitioners feel that to stay relevant process management needs to take a hard look at its capabilities. In this Column , Holly examines the questions of what’s driving the change and what needs to change.

Practical Process: The 6 wastes of BPM

Although we are very familiar with defining types of wastes that are found in operational activities, Roger Tregear asks “What about the wastes that we can too easily design into process-based management?” He believes that these wastes can result in the failure of active process management and improvement. In this Column, Roger defines some of those wastes and suggests countermeasures to eliminate them.

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