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.

Practical Process: Process architecture vs the organization chart: no contest

Roger Tregear asserts that the process architecture and the organization chart are different and unrelated. One does not replace the other. They are not in competition. They are alternate views of the organization, and we need both. Read his well-reasoned argument explaining what these differences are and why.

Practical Process: A packet of seeds and a shovel is not gardening

This month Roger Tregear tackles the question of why few organizations create and sustain genuine process-based management. Roger believes that what’s missing is an embedded systemic approach that demonstrably delivers useful outcomes, i.e. it fixes problems and delivers improved performance. Read Roger’s analysis and the steps he proposes to overcome the obstacles to establishing a systemic approach.

Practical Process: Lost-baggage processes

Roger Tregear asks, “Is your organization investing in lost-baggage processes?” His observation is that organizations often invest a lot of time and money in improving the wrong processes. Instead of fixing the resulting lost-baggage processes, Roger urges us to fix the processes that cause the baggage to be lost in the first place.

Practical Process: Delivering artifacts, not value?

Roger Tregear asserts that it proves to be easy for those closely involved in the theory and practice of process-based management to confuse the delivery of nicely crafted artifacts with delivering real value. In his Column this month he provides a sequence of questions for analysis that will help you avoid that problem

Practical Process: All in the Mind

Roger Tregear considers an organizational “process mind set” an essential ingredient for successfully maintaining processes. In this Column he defines the characteristics of such a mindset and offers suggestions for achieving it in your organization.

Practical Process: The Best Thing?

Roger Tregear wonders if BPM is the best thing since sliced bread, and if process-based management is so good, why isn’t everyone doing it? He offers some answers to these questions in this Column. Read his analysis and see if you agree.

Practical Process: The Next Table Will Be Yours

Queuing for a popular restaurant that does not take reservations presented Roger Tregear with a great opportunity for introspection about process change. Read his Column for his analysis of how the queuing process might be improved.

Practical Process: Who’s in Charge?

In his Column this month, Roger Tregear turns his attention to process governance, which he considers to be essential to the machinery of process based management. In this Column, Roger provides his insights into establishing an effective process governance system and answers the 4 questions he is most frequently asked regarding process governance.

Practical Process: A Process by Any Other Name…

Roger Tregear believes that the ongoing argument over the definition of process is both a waste of time and a cause for confusion—and who could disagree? He proposes five practices that can be used to achieve clean language with a minimal vocabulary that can be understood by all.

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