Practical Process: A New As Is–Making Process Improvement Real

Roger Tregear states at the beginning of his Column that “The purpose of a successful Process Improvement Project (PIP) is to create, not a To Be, but a new As Is.” The work is not done until the change projects are completed, and the benefits have been delivered. Without delivered, proven, valued business benefits the PIP was, by our own process definitions, a waste. Steps to assure your improvement project is not a waste are inside.

Practical Process: Speaking to the Board–A Fab Way to Communicate with Strategic and Effective Executive Decision-Makers

During his experience as a Process Consultant, Roger has spent a lot of time talking to many senior people about the “joys of process” and its benefits. The majority, he says, are waiting to be convinced, and that will only happen if “Boardish” is the common language. “What’s that?” you may ask. You know what to do to find out.

Practical Process: Focus: Understanding Much More about a Lot Less

Roger Tregear’s advice is model for a purpose. Carefully choosing a set of high-impact processes and proactively managing them will ultimately result in enhanced improvement in organizational performance. He provides some useful steps toward accomplishing this end in his Column this month.

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.

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.

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.

Practical Process: Umbrella Thinking

In seeking to better manage and improve business processes, we are often focused on elements of logistics and physical operation. Roger points out, however, that there are still many processes that require the involvement of people, i.e. human processes that are critical to overall performance. Roger suggests that we should incorporate human elements as well logistics into our process improvement efforts. In this Column, Roger reflects on an incident that occurred in London involving an abandoned umbrella to make his point.

Practical Process: Picturing Process

In his Column this month, Roger Tregear presents five pictures that he uses to explain process-based management. Process-based management is about how we work across the organization chart, not up and down it. What does working across the organization chart mean? Read why it matters in Roger’s Column.

Practical Process: Fair Dinkum Process Governance

Roger Tregear says that fair dinkum is an Australian slang expression meaning that “something is unquestionably good or genuine devoid of any actual or potential nonsense…” While much is written about process governance and the process owner (PO) role, much of it isn’t fair dinkum and doesn’t help a process owner understand what they are really supposed to do.

Practical Process: Measuring Business Process Performance

Roger Tregear claims that if we aren’t measuring process performance, we aren’t managing processes, and we can’t know if we are improving them. Process performance measurement is a vital enabler of process-based management.

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