Business Rule Solutions: Empowering People with Core Business Knowledge: Concept Models

Frequently overlooked are the challenges of bringing new people in new roles up-to-speed on the business knowledge of the company and the vocabulary used to communicate that business strategy. Ron Ross applies his experience and expertise to demonstrate how you can overcome those challenges and enable new workers to achieve high levels of knowledge productivity in as short a time as possible, using a concept model.

Harmon on BPM: Managing Ongoing Processes

When most process practitioners think of business process work, they think of redesigning or improving processes. In fact, all processes have two phases. Phase I is the state of the current process, and Phase II is the redesign of the Phase I process to improve performance. Read Paul’s Column to understand the significance of Phase I and why practitioners need to have a thorough knowledge of the issues involved.

The Agile Practitioner: Agile Documentation

Tom Bellinson advises against standardization. If there’s one takeaway here, it is this: don’t standardize on one or two tools and force everyone to use them for their solution. Allow people to find the tools that fit their particular needs. This practice, he believes will result in a more productive staff and better outcomes that will more than justify the cost of the extra tools.

Harmon on BPM: Process Improvement at a Casino

Paul recently received a solicitation for a Process Management job at a casino. He read the job description, and then considered how he might approach the opportunity. Read his thoughts on how he would prepare for the proposal and what process activities he would emphasize.

Practical Process: Activating process-based management

Roger Tregear’s Column talks about why Process-based Management is a continuous cycle, driven by a well-defined target performance profile and shaped by continuous performance analysis – not just about isolated process-improvement projects. When we activate process-based management we take the idea of genuine continuous improvement seriously. Read details of how you can achieve continuous improvement in your organization and the benefits that will accrue.

Performance Architecture: The Case of the Moving Building

Roger Addison, Carol Haig and their guest author, Mark Johnson, relate the true story of a building where unwanted movement was occurring. The building’s owner brought in a forensics team that specialized in architecture, engineering, and construction to help determine the root cause of the movement. Read what the forensics team concluded.

Business Rule Solutions: Getting the Knowledge Payload of Processes—Concept Models

To solve the challenges of data-clogged processes, functional silos, and trustworthy business intelligence, follow Ron’s suggestions. As Ron explains in his Column this month, to address these problems you need a concept model, a whole new foundation based on business knowledge.

Harmon on BPM: Brett Champlin and the ABPMP

Paul eulogizes Brett Champlin and enumerates his many contributions to establishing the Association of Business Process Management Professionals as the respected BPM professional organization it is today.

Practical Process: Signals in the Noise

In this Column, Roger (re)introduces what he considers to be the most important process performance management tool ever invented – the Process Behavior Chart (PBC), aka the XmR Chart. According to Roger, “Using a PBC allows us to focus on what is important and avoid chasing shadows.” Read how you can use the chart in your BPM practice.

The Agile Practitioner: Workflow

In this Column, Tom talks about two topics that consistently come up in software development, but, he insists, they can most definitely apply to other product development processes as well: The amount of work in progress and the coupling/interdependency of components.

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