May 2011

  • BPM and Failures

    BPM and Failures Gartner estimates that 10 Fortune 500 organizations will fail in the next few years for lack of good process and, in a recent Harvard Business Review article on why organizations fail, poor processes were cited as a primary source of failure. In this Advisor we discuss the relationship between process and organizational failure.

  • Job Aids and Checklists

    Job Aids and Checklists A job aid or checklist prompts employee performance when a task is to be performed. It’s much less expensive than training or building a rule-based system and, when it’s appropriate, it’s a great way to save money while improving employee performance.

  • Change Management and BPM

    Change Management and BPM In this Advisor, we want to consider how Change Management and Business Process Management relate to each other. They are often presented as different considerations, but most change management efforts involve changes in business processes, and all process redesigns require some kind of change management.

  • Performance Improvement: The Process-Centered Organization—The Long Road

    Performance Improvement: The Process-Centered Organization—The Long Road In their February Column, Alan Ramias and Cherie Wilkins defined a process-centered organization (PCO) and gave an example of a company that became process-centered in a relatively short period of time. In this Column they reflect on the more frequently experienced approach—the long road. Read about the obstacles…

  • BPM in Europe: Master Data Management

    BPM in Europe: Master Data ManagementYou may be asking why Master Data Management (MDM) is important to an organization. Read Dee’s Column to learn about three main process improvement methodologies European organizations have used successfully to improve the quality of their organization’s master data and MDM.

  • Enterprise Process Modeling Framework

    Enterprise Process Modeling Framework Eswar Ganesan Having sifted through the volumes of literature on maturity and assessment research, Eswar Ganesan, a business architecture consultant, developed an assessment questionnaire for enterprise process modeling maturity. A sample questionnaire is included in this Article along with a method for interpreting the responses. The results provide a roadmap for…

  • Business Rule Solutions: Business Rules vs. System Design Choices

    Business Rule Solutions: Business Rules vs. System Design Choices Ron Ross asks, “Do you know the difference between a business rule and a system design choice?” Read his Column this month to find out. Business rules fall into two fundamental categories: rules that shape concepts, and rules that guide human activity. These rules are called…

  • Extreme Competition: Listening Posts, Sockpuppets, Trolls, Drones and Trust

    Extreme Competition: Listening Posts, Sockpuppets, Trolls, Drones and Trust Peter Fingar contends that we’ve moved beyond BPM 2.0 and are already in BPM 3.0—a realm in which social networks drive the conversation about your company. Traditional market research techniques won’t work in today’s world. Read Peter’s Column to learn more about BPM 3.0 and whether…

  • Bridges over Troubled Waters

    Bridges over Troubled Waters In this Article, Grzegorz Gruchman analyzes organizational theory in an effort to determine its usefulness and applicability to BPM. He identifies two major camps into which organizational theories fall—Organizations as Rational Systems and Organizations as Natural Systems. Read his insights into how these two seemingly conflicting views of organizations can be…

  • Human Processes: The Huddle Muddle

    Human Processes: The Huddle Muddle With the proliferation of isolated workspaces occurring in corporations, line managers—particularly in large organizations—find they have no visibility into the workspaces of their direct reports. Similarly, agencies and organizations that wish to collaborate often revert to a command-and-control approach to accommodate the workspace dilemma. Keith prescribes a Human Interaction Management…