On BPM and Navel Gazing – Craig Reid
Standing back and looking at process in its entirety is not some self-indulgent, navel gazing exercise. By the nature of functional work, workers are primarily interested in getting their piece of work done (that’s why they studied so hard at the university of blah de blah – so they could sit and do that particular work for the next 45 years!) But doing work and doing it well doesn’t necessarily equate to good process – it’s not about doing things right, it’s about doing the right things
On BPM and Skills – Elise Olding
Dealing with the “people” aspects of change is always challenge. Developing a cadre of these skills can be an asset to any BPM practitioner who wants to increase BPM project success and positively impact bottom line results.
On BPM and Process Capture – Chris Taylor
We see situations where there are many, widely varying scraps of process capture as well as situations where business process is in people’s heads and on Post-it notes. In either situation, finding the right starting point that doesn’t ignore the collective knowledge (in people’s heads or fragmented documents) is the key. It may look like a mess, but it is working to some degree, and attempts to change the wiring may cause the business to stumble.
On BPM Frameworks – Alberto Manuel
Companies cannot rely anymore on process frameworks like TOGAF, UBPF, e-TOM, because mangers need to understand that they need to adapt in real time to the outcomes customers are expecting. A process framework does not translate the unique business processes a company needs to execute to differentiate from competition.