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Resources in Business Process Management (BPM)

Here you will find a mix of articles, white papers, webcasts, archived presentations and more covering the topic of BPM and its sub-topics.

Displaying 51 - 60 of 1537 resources matching your criteria.

Are Your Processes Hi-DEF?

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

Leading an organization requires managers to periodically take a step back and assess the organization’s operations to truly see the cards they have in their hand. An awareness of the current situation gives managers that critical understanding of their strengths and their deficiencies – necessities when plotting a future course of action. Without such knowledge, any strategy or plan floats without connection to reality and this is a surefire way to ensure confusion and chaos reign in the employee ranks. 

Gemba Walks – A Foundational Methodology in Enterprise Excellence Deployment

Contributed by:Rick Hepp,  Trainer, Coach & Mentoir for Enterprise Excellence,  Consultant and Trainer

 As Part of a Business Transformation and Enterprise Excellence strategy, how can the methodologies & tools of Operational Excellence be integrated into Business Strategy?

A foundational Operational Excellence approach was highlighted in a 16MAY18 BPM article around 6 key methodologies … Visual Management, Gemba Walks, 5s, Value Stream Maps, Standard Work, & Kaizen Process Improvement Actions. Visual Management was covered in that article.1Today’s discussion will be around the powerful engagement & empowerment methodology of Gemba Walks.

Tell me more about Gemba Walks

Choosing the Right Methodologies, Tools and Techniques (as appropriate) in Enterprise Excellence Deployment

Contributed by:Rick Hepp,  Trainer, Coach & Mentoir for Enterprise Excellence,  Consultant and Trainer

As Part of a Business Transformation and Enterprise Excellence strategy, how can the tools of Operational Excellence be integrated into Business Strategy?

I thought I'd share a view of Operational Excellence (OpEx) that I've used over the years in engaging Leadership as well as during Training and Development classes.

Too often OpEx is viewed as a set of tools to apply ... That couldn't be further from the truth. 

OpEx starts with two simple questions - "What's the problem or opportunity for improvement?" and “How does it link to our Business Strategy?”. 

Maximizing the Value of Your Product Backlog (Part Two)

Contributed by:Jamie Cooke,  Managing Director,  Both Hemispheres, LLC
Valuating and prioritizing your features

The Product Backlog is the heart of defining any Agile solution.  The requirements that are identified in the Product Backlog drive the priorities that the Agile development team works on, they establish the scope of the delivered solution, and they ultimately determine the business value that the organization will receive from their Agile investment.  This is the second of two articles that provide you with techniques for maximizing the value of the features in your Product Backlog.  The first article, Maximizing the Value of Your Product Backlog (Part One):  Gathering the full scope of req

Deploying Metrics in an Operational Excellence Initiative

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

Implementing operational excellence so that the organization benefits is an important question that needs close examination. An operational excellence initiative requires many elements. The model requires the implementation of:

1. Program—What are you deploying and how will you manage it?

2. Leadership—How will leadership lead the program?

3. Processes—What will you be improving?

4. Measurements—How will you know when you are successful?

5. Projects—How will improvement work be parsed into actionable and manageable units?

6. People—After these steps have been thoroughly planned and evaluated, what you have learned will be the foundation for:

7. Strategy—How will you deploy the initiative?

Going digital or going bananas

Contributed by:Ian Gotts,  Founder & CEO,  Elements.cloud

What is clear that every company, no matter what industry needs to “go digital” to reduce costs and improve customer experience.  For some industries, it is revolution rather than evolution. “Digital” is more than just driving efficiencies, it is reevaluating business models. As whilst digital can improve efficiencies it is eroding margins at a faster rate.

Nature is a great teacher. Think about the structure of plants and shells and the Fibonacci sequence. Or the strength of the honeycomb structure. These are math and engineering. But a bunch of bananas can teach us about going digital and business change. Seriously? 

A bunch of bananas

Building an Enterprise Process Map (part 2 of 2)

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

In the prior article, Enterprise Process Map (Part 1 of 2), I promoted enterprise process maps as a tool to enhance operational clarity and create a shared view of a company’s capabilities. It is this shared perspective that accelerates business planning and improvement activities as the time to get everyone on the same page is vastly reduced. In lieu of such a foundational view, leaders setting strategy are essentially planning a road trip without awareness of the roads to the destination.

Outsourcing: The Benefits of Utilizing Freelancers

Contributed by:Charles Phan,  Writer,  Gum Essays

For many, the idea of offloading work onto others, especially people we don’t really know, is a difficult idea. The thought of entrusting a stranger with any part of our business seems like a disaster waiting to happen. But even the biggest and best find ways to delegate their workload, often to employees who may not have the motivation to get the job done well.

Often we are bogged down under deadlines, huge reports, and marketing pushes to really take a look at the bigger picture. We get used to the idea of working under pressure, and it’s common knowledge that stress and poor time management can lead to sometimes costly mistakes. Escaping from this mindset enables us to take a long view at how we delegate our tasks, and that actually, outsourcing is a vital tool to freeing us to concentrate on the core business.

Control

How to Visually Represent Your Project Data and Choose a Report Type

Contributed by:Freddie Tubbs,  Digital consultant,  Academadvisor

Data can tell us so many stories - we get to learn from it and make conclusions that we otherwise wouldn’t. The key to getting the most out of data’s capability to tell stories is to share those stories. This is why scientists, business people, sociologists and so on like to show us charts and talk about what they learned.

No matter what kind of data you are dealing with - industry research, public data or proprietary data - the best way to tell its story is to visually represent it.

This is where most misunderstandings happen. People think that they can just throw in a few pie charts into their presentation and that it would make it good. But, the key to getting it right is really just understanding the process.

Why do you need a visual representation?

Value Chain Map: the heart of good operating model work

Contributed by:Andrew Campbell,  Mr,  Ashridge Executive Education

I have been teaching an executive course called Designing Operating Models for four years and the tool that I consider to be most important to good operating model work is something I call a Value Chain Map.  For those of you who work on processes, a Value Chain Map is a high-level process map or value stream map: the term value chain coming from the strategy literature. I prefer the term value chain because it reminds me that we are trying to link operations to strategy. 

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