Many large organizations lack process documentation.  But how do you solve the problem of too much documentation, and not enough organization?  We suggest implementing a Process Catalog.

Process awareness is growing across the company with which I am working and business units are focusing on process modeling and improvement efforts.  However, this work is typically initiated by mid-level managers and neither methods nor deliverables are standardized across the company.  I am working on a pilot program in a small business unit, approximately 7 departments and 50 people, to create a Process Catalog as an aid to their more detailed process modeling and improvement efforts.  This and subsequent articles will chronicle the experiences and learning as this effort progresses.   

Risk assessments have become more common recently, and for good reason.  We read headlines daily about data breaches, high-dollar investments gone wrong, and companies that took a market risk that didn’t pay off.

Risk increases as a result of change, whether internally or externally triggered.  Examples of internally driven change include executing a new project, launching a new product, or changing a process.  Regulatory requirements, market changes, competitive challenges, and new security threats change the risk profile even when a company is conducting business as usual.  Enterprises are never done with assessing risks; there is no such thing as “steady state” when it comes to risks.

In my last article, I provided tips for successful large scale change.  Most of those suggestions were to help prepare people for change, some beginning in the months or years leading up to the implementation.  When large changes occur, preparation beforehand is only half the battle.  The perception of success or failure depends on how well people faced with integrating these changes into their daily life are supported after the change has occurred.

This time, we’ll focus how you can integrate change into people’s routines in the weeks and months immediately following any shake-up.  There are several areas you can focus on to ensure that the change is permanent and positive for all concerned.

“People hate change!”  This is a pretty well-accepted statement for those of us who work in the technology industry. Most of us involved in driving change in large organizations have the battle scars from those that were less than successful.

We’ve all heard this one:  “Don’t automate a process until you optimize it.”  That’s sound advice to avoid automating unnecessary steps or, worse, institutionalizing a completely broken process.

In a continuing series evaluating the tools used by Business Process practioners, this article looks at Metastorm ProVision®. Criteria for evaluation are ease of use, a short learning curve, and good collaboration features.

In a continuing series evaluating the tools used by Business Process practioners, this article looks at Ascentn’s AgilePoint. Criteria for evaluation are ease of use, a short learning curve, and good collaboration features.

AgilePoint is a full-featured BPM suite. Ascentn distinguishes their market as one of “people and culture, not technology.” After looking into their products, I understand this to mean their focus is on the process practitioner.

Introduction This is the third in a series of articles evaluating tools used by process professionals. As with previous reviews, I approach the subject as a business professional with a need to document, analyze, and improve processes, not as an IT professional or a BPMS industry expert – I am neither. My most critical criteria are once again ease of use, a short learning curve, and good collaboration features.

In the second of a series evaluating tools for business practioners, we look at the Process Modeler by Savvion. As with my previous evaluation, the point of view is from a business perspective rather than that of an IT professional. My criteria are ease of use, a short learning curve, and good collaboration features.