Practical Process: Measuring Processes
Frequently, in these pages, our authors have confronted the fact that too many BPM initiatives do not deliver on promises made, and even if the promises are delivered, there is often no solid evidence that they have. Now, Roger Tregear confronts the issue and proposes a solution. He argues that the discovery and use of effective process performance measures can be designed, implemented and maintained to deliver significant benefits for strategic and operational management. His argument is convincing and is based on his long experience as a BPM consultant. Read his Column and let us know your reaction.
Roger Tregear
As the Principal Advisor with TregearBPM (www.tregearbpm.com), Roger Tregear delivers BPM courses and consulting assignments around the world. Roger spends his working life talking, consulting, thinking, and writing about analysis, improvement, innovation, and management of business processes. His work with clients is in organizational performance
improvement and problem solving based on BPM capability development, and business process, analysis, improvement, and management. He helps small and large organizations understand the potential, and realize the practical benefits, of process-based management. Roger is the author of the book Reimagining Management. Contact Roger on +61 (0)419 220 280 or at roger@tregearbpm.com.
Latest posts by Roger Tregear (see all)
- Practical Process: Process Improvement Is Not Enough - June 6, 2022
- Practical Process: What Should a Process Owner Know? - January 3, 2022
- Practical Process: Why is Process Work Different? - September 7, 2021
- Practical Process: A New As Is–Making Process Improvement Real - May 31, 2021
- Practical Process: Speaking to the Board–A Fab Way to Communicate with Strategic and Effective Executive Decision-Makers - April 5, 2021
