Search Results for: human processes

Human Processes: Capturing Knowledge with Processes

Human Processes: Capturing Knowledge with Processes Keith Harrison-Broninski posits that drawing a business change process in BPMN will not capture the most important aspects of the process. He proposes Virtual Team Planning (VTP) as a more helpful method to capture a business change process. In this Column, he elaborates on techniques for implementing VTP. Read […]

Human Processes: The new GOOD

Human Processes: The new GOOD Keith Harrison-Broninski first introduced his original change management methodology, Goal-Oriented Organization Design (GOOD),to BPTrends readers in his September, 2009 Column. In this Column, Keith discusses the latest version of GOOD,which, he asserts, incorporates the best change management practices from multiple reputable sources. He also provides readers with sufficient information to […]

Human Processes: How Processes can secure the Other End

Human Processes: How Processes can secure the Other End Collaborative work that spans multiple organizations requires granting access to business-critical resources. To do so, the organization needs to know what resources need to be accessed by whom and why and what will be done with those resources. In his Column this month, Keith Harrison-Broninski proposes […]

Human Processes: Celtic Collaboration

Human Processes: Celtic Collaboration Keith Harrison-Broninski focuses on the challenges faced by organizations attempting to coordinate long-term complex activities of workers from multiple locations. Such work can’t be successfully done using case or process management tools. Instead, Keith suggests that this work is most effectively carried out by “virtual teams,” and he presents a method […]

Human Processes: Productivity Frustration

Human Processes: Productivity Frustration According to recent research, between 28 and 53 percent of employees feel their work conditions prevent them from being as productive as they could be, and another 20% consider themselves “frustrated.” In this Column, Keith Harrison-Broninski takes a brief look at what it means to be “frustrated” about productivity and proposes […]

Human Processes: On the Internet, nobody knows you’re a dog.

Human Processes: On the Internet, nobody knows you’re a dog. Using Peter Steiner’s famous cartoon as a context for his argument, Keith Harrison-Broninski turns his attention to Identity Management (IM), which remains – for many organizations – as bewildering as ever. In this Column, Keith discusses one limitation of all current approaches to IM. He […]

Human Processes: Working together on the Web

Human Processes: Working together on the Web This month, Keith Harrison-Broninski takes up the issue of the dedicated virtual enterprise that requires the collaborative efforts of people from multiple organizations, with multiple roles, in multiple locations. What management structures are required to ensure that a virtual enterprise achieves its desired goals? Using a UK healthcare […]

Human Processes: Lego vs. Cooking

Human Processes: Lego vs. Cooking What, you may ask, do assembling a Lego structure and cooking have to do with process. Keith Harrison-Broninski attributes the struggle many organizations experience when attempting to improve their processes, to a poor understanding of the different types of business processes. In this Column, he explains the problem and proposes […]

Human Processes: Harrison-Broninski’s Second Law

Human Processes: Harrison-Broninski’s Second Law What, you may wonder is Harrison-Broninski”s Second Law. Put simply, it evolves from the premise that we are in the “6th distinct period of computing”—one in which social media make it possible to create your own digital, virtual identity. The ramifications, Keith asserts, will have a profound impact on Information […]

Human Processes: Virtual Teams

Human Processes: Virtual Teams Keith Harrison-Broninski posits that knowledge workers lose nearly one third of their time coordinating their work with others, time that is essentially wasted and that adds up to a significant financial loss to the organization. To solve this problem, Keith proposes a Human Interaction Management technique that enables virtual teams to […]

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