Articles

Aligning Organizational Performance

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Alan Ramias is a Partner of the Performance Design Lab (PDL). He has had 25 years of experience in performance improvement and organization effectiveness.

Alan Ramias is a Partner of the Performance Design Lab (PDL). He has had 25 years of experience in performance improvement and organization effectiveness. Alan joined The Rummler-Brache Group in 1991 and led major successful performance improvement engagements within Fortune 500 companies. Upon leaving RBG, Alan founded his own consulting company, where he continues to practice in the field of performance consulting. He is also involved in several organizational restructuring initiatives in the U.S. and Asia.

Ramias maintains that achieving organizational results depends on two things: measuring the right processes for performance feedback, and managers knowing what to do with the feedback they receive.

BPMS Watch: Learning to “Do” BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Recent research by Professor Yvonne Antonucci of Widener University turned up an amazing finding. Her survey of 146 companies involved in BPM attempted to answer the question, “Is there a gap between current and needed process skills in organizations today?” What she found was a whopping 54% of companies said they wanted to send employees to external BPM training but were “unable to find appropriate training mainly because they did not know what training was needed.”

BPA Can Reduce Cost and Complexity

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Though related, business process automation is not business process management, which is designed to coordinate workflow among IT systems and humans.

Business-Driven SOA

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

We hear about “Business Driven SOA” so much that it’s almost a cliché. And, like most clichés, we don’t really know what it means. If SOA is not that well understood, making it business driven is even more elusive. In this article, I’ll describe what business driven SOA is, and illustrate this with an example.

First, let’s start with what it’s not. It’s not web services. From the business perspective, we don’t care what technology is used to implement SOA. We can expand on this principle and say it’s not an SOA platform or product suite (sorry vendors).

Best Practices in Business Process Management

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Watson says the most important thing in running a BPM pilot is to find and develop measurable results and benefits you can use. The pilot needs to directly address cycle times, unit costs, or some other meaningful information that justifies running the pilot program.

There are a number of elements to the application strategy for BPM projects. The most critical element is the current state assessment. This should not include staff functions, which have little customer impact. Large impact opportunities should be targeted, along with opportunities that are easy to prove.

Can Six Sigma and Business Process Management Co-Exist?

Author(s):

Marvin Wurtzel

Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

One of the most powerful ways to improve business performance is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and some savvy companies have discovered that combining BPM and Six Sigma can create dramatic results.

After Requirements: Is the BA Done?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

What is the role, if any, of the Business Analyst (BA), once the requirements are done? What happens after weeks or months have been spent eliciting and analyzing requirements for the project? Documents are finished; reviews are completed; approvals are recorded; the requirements are “done”. But, is the BA done? Not if you want high quality, cost-effective solutions.

First Thing’s First

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Why is it that the “what” part of new product development gets such scant attention in the development process? What a new product should be is a question seldom seriously explored. In the world of advanced planning, the notion of “concept” is pretty narrowly constrained. True development of a new concept more often than not is ignored in favor of detailed investigation of variations on already-formed ideas introduced intact at the beginning of the process!

BPMS Watch: What is Case Management?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

As I prepare to update my BPMS Report series, task number one is taking a fresh look at the process types or “use cases” that guide the evaluation analysis.

Making the Transition to Services Engineering

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Brett Champlin is the President of the Association for Business Process Management Professionals (ABPMP.org) and a Senior Process Consultant with a large insurance company. He has led business process transformation projects for the last 15 years. Champlin is also on the adjunct faculty at Roosevelt University and the University of Chicago.

Champlin is a pioneer and advocate of the new field of “services engineering”. In the last two hundred years, we shifted from a primarily agricultural-based economy to a manufacturing-based economy because of the industrial revolution.