Articles

Effective Use of Business Architecture

Effective Use of Business Architecture

Author(s):

Owner, Frank Fabian Group

In a recent discussion with a colleague, the relevance and effectiveness of Business Architecture artifacts like capability maps, value streams and organizational maps were the topic of discussion.  His belief was that these artifacts were just a way to do drawings that document what has been done.  I might add that he is a disillusioned Enterprise Architect, as most of the projects he was assigned just needed him to document the project result in TOGAF or DoDAF.

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Systems Thinking in Business Process Management

Systems Thinking in Business Process Management

Author(s):

Principal, LH Cooke & Associates

In walking the line on Business Process Management (BPM) analysis and implementation, two valuable and non-technical skills are Experience and Judgment.  Learning the latest techniques such as Agile, Lean and Six Sigma are filling the training pipelines.  These skills are useful. Still, I recommend a second look at areas which are not currently in the forefront of practitioner popularity.

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Effectiveness: Making BPM relevant for CEOs/CFOs

Effectiveness: Making BPM relevant for CEOs/CFOs

Author(s):

VP Consulting & Principal Consultant, Decisions Management Solutions

Decision modeling adds explicit effectiveness metrics to the more generally accepted efficiency metrics generated by business process modeling,giving the full picture to the Executive Suite. Process efficiency measures throughput, costs, error-rates and similar, while process effectiveness measures whether the process is fulfilling its purpose – picking the most profitable customers, for example. Most business process management metrics focus on efficiency measures since effectiveness measures generally depend on the decisioning logic embedded within processes. Explicit decision modeling turns a spotlight on process goals and associated effectiveness metrics. Executive leadership can now balance and trade-off efficiency measures like throughput with effectiveness measures like profitability.

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Business-Driven Transformation Strategies & Roadmaps

Business-Driven Transformation Strategies & Roadmaps

Author(s):

President, TSG, Inc.

Transformation roadmaps in many businesses tend to have a heavy technology focus, to the point where organizations invest millions of dollars in initiatives with no clear business value. In addition, numerous tactical projects are funded each year with little understanding of how, or even if, they align from a business perspective. Senior management often falls victim to the latest technology buzzwords, while stakeholder value, business issues and strategic considerations take a backseat. When this happens, executives who should be focused on business scenarios to improve stakeholder value fall victim to technology’s promise of the next big thing. This article discusses how executives can leverage business architecture to reclaim their ability to drive a comprehensive transformation strategy and roadmap.

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Lean Six Sigma Roles in BPM? Don’t Fight – Join or Complement

Lean Six Sigma Roles in BPM? Don’t Fight – Join or Complement

Author(s):

Faculty Member, BPMInstitute.org and President, i4 Process

BPM and Lean Six Sigma are not the same, but should they be enemies or partners?

BPM is defined by BPMInstitute.org as:

Business Process Management is the definition, improvement and management of a firm’s end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm:

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Difficult People in the Virtual World – (part 2 of The Virtual Team Facilitator)

Difficult People in the Virtual World – (part 2 of The Virtual Team Facilitator)

Author(s):

Faculty Member, BPMInstitute.org and President, i4 Process

Difficult people can disrupt any meeting, and we all know their frequent styles and behaviors from face-to-face meetings.  These are people such as the Heavy Talker, the Technical Expert, and the Know It All.  Below are some more difficult people that apply in the virtual meeting.  (Of course many of these roles apply in the face-to-face meeting as well.) 

The Late Comer.  You need to have the virtual tool set up at least 15 minutes ahead for a long meeting (over 2 hours) and 10 minutes before for a shorter meeting.  Welcome people as they come on.  Then at the start time, tell everyone you will start now or wait for 2 more minutes, and then start.  When new people come in, welcome them and move along.

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The Consequences of BPM without BDM

The Consequences of BPM without BDM

Author(s):

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

When BPM is pursued without pursing Business Decision Management—BDM—in parallel the direct consequence is that decisions become an afterthought in the processes that need them. In contrast, applying BDM techniques and technologies in parallel means that decisions are identified, managed and improved distinct from processes resulting in increased agility, simpler processes and improved consistency.

The risks of failing to manage processes and decisions are:

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Change – Too Much of a Good Thing?

Change – Too Much of a Good Thing?

Author(s):

Consultant, The Process Geek

Agile. Continuous Improvement. The Virtuous Cycle. It’s true – change is necessary, and we all need to get better at adapting to change at an ever-more rapid pace. The increase in the pace of change in today’s world is exponential.

No one wants to get stuck in analysis-paralysis while the competition moves on without us, and there’s nothing wrong with experimentation and trying new things. However, it does sometime seem that changes are made for the wrong reasons, and not driven by pro-active, intentional movement towards goals. We’ve all seen decisions made without the necessary due diligence, and often those are compounded over and over as companies shoot from the hip, reactively trying to fix (or cover) their original mistake.

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Requirements at the Speed of Business

Requirements at the Speed of Business

Author(s):

Owner, Frank Fabian Group

How many of you have heard the statement “The project failed because we didn’t have good requirements”? I’ve heard it dozens of times. It doesn’t matter whether it’s from seasoned project teams or ad hoc teams. The single biggest reason for project failure is a problem with the requirements. Even with agile processes in place, I see the same things repeated over and over. In doing post-mortems on projects that failed and projects that succeeded I have found some common traits.

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