Janet LePage is a founding member of the TELUS Quickwins Team, which manages technological change for this $8 Billion Data, IP and wireless service provider. She has also worked for IBM and Business Objects where she held progressively senior IT positions.
LePage has been dealing with large-scale change at TELUS for the past several years. In order to manage this growth, TELUS had to redefine how to work with the introduction of new technology.
In my previous article, “The Design phase”, I discussed the concept of designing the change from the current way the process operates to the improved way with very few constraints. Does this mean that you can do without rigorous deployment planning? No, but you need to separate the discussions: First focus on what needs to be done. What type of changes need to be made, what type of skills do I need on my projects to make those changes, and what changes are dependent on each other: understand the possibilities.
In most organizations no one oversees the performance and improvement of cross-departmental processes. Management books often assign the title “process owner” to this role. However, “owner” implies authority, which is usually missing in organizations that include this position. “Process advisor” or “process consultant” are more accurate, in that they reflect this reality. Usually, authority pertains to resources, staffing, and prioritizing projects.
The process advisor or consultant’s role is to monitor the performance of a process and continually improve it.
Founded in 1935 by pioneers in the credit union movement, the CUNA Mutual Group is a leading provider of services to credit unions and their customers worldwide.
A few of my clients are now looking to staff their first inroads into SOA, their first project where something actually happens beyond the investigation. So…how many people are needed on the project? Who are they? What are their roles? Here are some rough guidelines based upon my experience thus far.
You’re going to need an eclectic array of skills to do SOA right, including:
1. Project Leader/Architect2. Data Specialist3. Security Specialist4. Native Systems Specialist5. Service Development Specialist6. BPM/Orchestration Specialist
“Governance.” Mention the word and it elicits a different definition from each person that hears it. Mention governance with regard to the public sector and the first thing that comes to my mind, right or wrong, is bureaucracy.
Helen S. Cooke is a PMI Board Member in Chicago and a Fellow of the global Project Management Institute. She has developed PMI standards and processes, as well as PMI’s Organizational Project Management Maturity Model. As Vice President of Consulting Services for OPM Mentors in Chicago, she heads a consulting practice advancing the maturity of organizations to deliver strategic objectives through projects.
Cooke gave PMI’s definition of project management.
Over the past few years, a large number of organizations have initiated some type of Business Process Management strategy.
Business event management (BEM) and complex event processing (CEP) are two of the newest features to be provided in the business process management suite (BPMS) market. These expanded capabilities illustrate how the core capabilities of BPMS tools can provide the foundation for increasingly sophisticated integration solutions.
All organizations strive to meet their commitments to customers, employees and partners. By definition, ‘high performance’ firms fulfill commitments with correct decisions and precisely completed process cycles. Yet almost no company is perfect. Improved performance means improving maturity in many areas. Enterprise Maturity is a goal I find in the work of several important authors.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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