Archives for January 2016

Questioning BPM?

This past summer Roger Tregear, the head of BPM at Leonardo Consulting, came up with a great idea:  Why not define a number of key questions about BPM and then ask a number of well-known BPM consultants, practitioners and academics to provide brief answer those questions.  The book would fill a need for up-to-date information as […]

Asking the Right Questions

Some recent research in big data and statistical analysis indicates that the biggest problem faced by database analysts mistake the type of question being considered. Without going into more detail about the problems of analyzing large data sets, the same problem often occurs in the process area. In process, the problem occurs because the analyst […]

What is Business Architecture?

Following up on his Article last month on Business Architecture, this month, Roger Burlton presents an overview of the fundamentals and value of a Business Architecture.

The Chipotle Food Chain

Business processes take many forms. One common type of process is a supply chain that links suppliers to manufacturers and distributors. In the case of most restaurants, the supply chain runs from ranches and farms via central processing kitchens to restaurants where food items are combined and cooked. As with any major process problem, when […]

Process Improvement: The Behavioral Side of Improvement Work: Engaging Leaders

In the final Column of their Behavioral series, Alan Ramias and Paul Fjelsta focus on the role of management and how a behavioral approach can improve the impact of leaders on process improvement efforts. They suggest a set of guidelines for anyone in charge of facilitating or guiding a change effort.who wants to be more effective in engaging the right kind of leadership involvement.

Harmon on BPM: Business Process and Case Modeling

Business process change projects almost always involve the development of some kind of modeling diagrams. In this Column, Paul Harmon focuses on Case Management Modeling as applied by business managers and IT practitioners and discusses the differences between their approaches to the methodology.

Human Processes: Unclear Resolutions

Keith Harrison Broninski discusses the recent floods in the North of England and describes how they could have been avoided had the UK government not made substantial cuts to its flood prevention programs. Keith examines the opaque collaborative decision-making process that does not always lead to maximum advantage for citizens and calls for more transparent processes in the public sector.

What kind of a year will it be for BPM at your organization?

Making BPM Work

In this Article, Matthew Morgan, who oversees the Process Excellence program at Bridgewater Associates, an investment management company, shares some ideas organizations can apply to make BPM work more effectively to achieve their goals. He illustrates the methodology he has used successfully in two multi-billion dollar companies to create and implement successful business transformations.

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.