Articles

Responsive Business Architecture

Author(s):

Drew Guitarte

Enterprise Business Architect, Wells Fargo & Company

Responsive web design is fast becoming a mantra in the digital media design. The idea is to create compelling experiences that adeptly respond to how a person interacts with digital media. It doesn’t matter what device I use to browse an electronic commerce website; the form and content should make it easy for me to find what I’m looking for. And maybe buy more of their products, more often.

I make the same case for responsive business architecture. As a decision-maker, I need all the tools, techniques, and information I can get to make the most-informed decisions on a daily basis. Decision making is both an art and science. I can turn to a business architect and listen to the options available to me. And I can ask my lawyer, accountant, fellow Board members, or any subject matter expert for their opinions. In the end, I synthesize data and information to come up with the best possible decision at that time.

Houston, We Have A Problem: Why Effective Communication is a Key Component for BPM Efforts

Author(s):

Faun deHenry

President and CEO, FMT Systems Inc.

Do you wonder why some BPM efforts seem to proceed more smoothly? Stakeholders have provided clear directions regarding improvements. The project manager has the pulse of all the activities happening on the project. The process owners and technical experts are collaborating and making changes to processes that will enable the organization to improve its operations substantially.

No this isn’t someone’s dream, and it does happen, albeit rarely!

Project members’ poor communication is one of the reasons business process efforts aren’t more successful. In fact, failure is virtually ensured if just one of these groups doesn’t communicate clearly.

Good communicators know before they open their mouths what they want to convey. They are clear about the message they want to communicate. Accomplished communicators are specific and use words and language that resonates with their listeners.

What to do in BPM When You are Starting, Growing or Dying

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

STARTING:

Are you ready to look at your work from a customer’s perspective?
Do you want to streamline workflows to increase your competitive advantage?

GROWING:

Have you been doing process improvement projects for more than a year? Now…

Do you want to take your organization to larger returns—seeing the benefits of end-to-end improvements?
Would you like to build continuous improvement behaviors into daily management and employee life?

DYING:

Leveraging Organizational Knowledge with Decision Modeling

Author(s):

Gagan Saxena

VP Consulting & Principal Consultant, Decisions Management Solutions

Organizational decisions are not as effective because we have not been able to explicitly connect organizational Knowledge to decisions. Formal decision modeling helps deploy existing knowledge and highlights knowledge gaps that need to be filled.

Knowledge is diffused across the organization

How do we know if we are making good decisions? When we are confident that we have used all available knowledge in making that decision.

How can we tell if our knowledge is good or bad? There is no clear measure of knowledge but its value is understood and appreciated. We know that there is a lot of effort and investment in increasing organizational knowledge. Procedure Manuals, Training Programs, Collaboration Sites, Intranets, Portals, Share point and others are all geared towards making organizations better through pooling and managing the communal knowledge.

Decision makers are supposed to become knowledgeable on their own

Shared Services: A Model for Achieving Government Efficiencies

Author(s):

Ken Mullins

Senior Principal, MITRE Corporation

“I think many [agencies] would greatly benefit from a top-to-bottom efficiency analysis . . . done by people who understand government. The results of such an analysis . . . can provide a menu of choices for . . . officials as they work through the real nitty-gritty issues of efficiency in government.” – John R. Bartle, dean of the College of Public Affairs & Community Service at the University of Nebraska at Omaha

Want to Supercharge Innovation? Map your Customer’s Processes!

Author(s):

David Hamme

Managing Director, Ephesus Consulting

Remember when you had to purchase your music via cd’s, records, or cassettes at brick and mortar record stores? Prior to the iPod’s arrival, there was always a delay between the intent to purchase the songs we wanted and the time when we could actually enjoy them. The delay was either the travel time to and from a store to buy the album or the time waiting for an order placed online to arrive from the post office. There definitely wasn’t instant gratification in the process. The purchasing channels were rigid – requiring us to buy in increments of albums instead of choosing the exact songs we wanted. But there wasn’t an outcry from consumers. We learned to live with the shortcomings of the process. But then came revolutionary change.

Making Decisions Operational

Author(s):

Brian Stucky

Managing Director, Business Decision Management, Allegiance Advisory Group

My last posting (“Transitioning to a World of Decisions”) began presenting observations of decision modeling, implementation and management as they have moved from theory to practice. These observations have been made from both the Business and IT sides of the Enterprise. Although the sample size is still relatively small, some definite trends are beginning to take shape. While the previous article focused primarily on testing, I also alluded to some difficulties arising from a strict reliance on using decision tables for ALL rules. I have observed this on several projects.

Just in Time Process Modeling

Author(s):

Glenn Smith

President, BPMPros LLC

One of the persistent criticisms of BPM is that the process definitions are too rigid to accommodate the realities of modern business. This can deter organizations from properly evaluating how BPM can help them. The reality is that most BPM tools offer a range of options for building highly flexible and adaptable processes. In this article, we will briefly explore some of these.

BPM – How to Make It Stick

Author(s):

Andrew Spanyi

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

How to make BPM stick is one of the most frequently asked questions by participants at BPMInstitute.org. How is it possible to engage everyone in following the re-designed process and how best to assure continuous improvement of the new process are just two of the questions that come up regularly.

While making BPM stick is just as much art as it is science, there are some important guidelines to note around enablers such as transparency, advocacy, alignment and accountability as well as some key pitfalls to avoid. These are outlined below.

What is a Customer-Focused Process?

Author(s):

David Hamme

Managing Director, Ephesus Consulting

Historically process improvement efforts centered on improving quality, reducing costs, or increasing throughput. The success of these efforts elevated the process discipline to become a standard approach to improve the operations of companies around the world. But there are other targets of process improvement beyond simply efficiency gains. Arguably the facet of process-based improvement that has been least utilized is its use as a tool for understanding strategy. As companies seek to implement new strategies they often struggle to align their resources to the new direction. A common complaint from leadership teams is that their organization lacks the ability to execute. Here is the next frontier of process improvement – as a tool to strategically recalibrate a company.

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