Search Results for: roger burlton

Part Three: Frameworks and End-to-End Processes

Although either end-to-end process methodology or process frameworks can be used independently, Holly Lyke-Ho-Gland and Roger Burlton believe combining them is invaluable for process management and helping organizations achieve their goals. In this Article, they explain how to accomplish this end.

Connecting Process to Business Value: What is an End-to-End Process Architecture?

In December of 2015, APQC conducted its annual survey to understand the challenges and priorities of process and performance management practitioners in 2016. In this Article, Roger Burlton, BPTA Founder and President and Managing Partner of Process Renewal Group, and Holly Lyke-Ho-Gland, Research Program Manager at APQC, present the second in their series of three Articles summarizing the results of the APQC survey. This Article focuses on defining an end-to-end process and demonstrating what a good end-to-end process should look like.

Connecting Process to Business Value: Leveraging Frameworks for end-to-end Product Development, Part One

In December of 2015, APQC conducted its annual survey to understand the challenges and priorities of process and performance management practitioners in 2016. In this Article, Roger Burlton, President of Process Renewal Group, and Holly Lyke-Ho-Gland, Research Program Manager at APQC, present the results of the survey and lay the ground work for two subsequent Articles in which they will introduce process frameworks and examine their role in the development of end-to-end processes.

Business Architecture Essentials: Synthesizing your Architecture’s Strategic Guidance

In this, the fourth Column in his series on Business Architecture, Roger Burlton discusses the external pressures that organizations must accommodate in planning a successful business architecture. He presents an approach he favors in analyzing external pressures—the STEEPL structure: Social, Technological, Economic, Environmental, Political, and Legal. Read Roger’s Column to understand how applying the STEEPL structure can create a set of simplified statements that make it easier to align the business considerations and communicate the overall direction of the business architecture.

Business Architecture: Defining your External Stakeholders–Interactions, Value, and Performance

In his third Column in the series on Business Architecture Essentials, Roger Burlton analyzes the stakeholder’s role in defining an organization’s business architecture. He presents the stakeholder model he uses to reconcile the various stakeholders’ perspectives. He provides a list of questions and responses which will help you to define your external stakeholders and, ultimately, the most viable strategic goals.

Business Architecture Essentials: Defining Your Architecture Scope—The Role of Value Chains

In the second Column in his Business Architecture Essentials series, Roger Burlton describes the types of value chains that exist in the various types of organizations. He asserts that this part of the architecture effort needs to happen early on, and offers useful tools for successfully defining an organization’s value chain.

Avoiding Risk Management Failure: An End-to-End Process Approach

In this Article, Roger Burlton, Sasha Aganova and Alex Aganov, offer a 7 step approach to assuring success in a risk management program. They have used this approach successfully and contend that it will not only identify the business risks, but also incorporate elements of process improvement that will create lasting and sustainable change in the organization. Read their Article for details on how to implement the 7-steps.

Real World Business Processes: ‘There is no such thing as a bad example’—’After the Fire Alarm’

In the second installment of his series of Articles on real world business processes, Roger Burlton relates the problems that occurred after a fire broke out in his condominium complex. In analyzing the ensuing chaos, he finds many parallels to problems that occur in business when individuals pursue their own best interests, oblivious to how their actions undermine the overall performance of a process.

Real World Business Processes: ‘There is no such thing as a bad example’—Renewing a Passport

With this Article, Roger Burlton presents the first in what is to become a series of Articles in which he describes his “real world” encounters with good and bad processes. The subject of this Article involves his experience with the passport renewal process. Read Roger’s Article to discover what lessons can be learned from the flawed process.

Dear BPTrends Members, This month we publish some articles that will bring readers up to speed on new developments.  Meantime, we again mention that we are looking for new columnists and articles.  If you have something to say about BPM that you think other readers will be interested in, let us know. This month Harmon […]

https://www.bptrends.com/13004-2/

Share
Share