Fact 1: process management seeks to improve organizational performance.Fact 2: to manage a process effectively, its performance must be measured reliably. Roger Tregear, Principal Advisor, TregearBPMRoger presented a workshop at …
Assess – Listening To The Voices
I am increasingly drawn to the term active process management, not just as an interesting adjectival phrase or a cryptic comment about an implied sense of frequency, but as a …
Measuring Business Process Performance
This was the question asked of me recently: “If you separately set KPIs for each of the processes in a process architecture, how do you know that they are properly …
The NESTT – Rapid Process Redesign at Queensland University of Technology
The digital age has triggered a shift from an economy centered around people to an economy of people. As a consequence new customer engagement channels, business models, revenue streams, sourcing …
BPM Maturity, An Organizational Superpower
Processes Deliver Every organization makes promises to customers and other stakeholders. Such promises are its reason for existence and are shaped as value propositions in the organizational strategy. Roger Tregear, …
Process Architectures & Organization Charts
In my working life I spend a lot of time with client organizations discovering and capturing useful models of their process architectures. In every country, industry sector, organization type and …
A Packet Of Seeds And A Shovel Is Not Gardening
Organisations might have many of the components parts of good process-based management, but still struggle to make it work—a packet of seeds and a shovel is not gardening. This paper …
Practical Process: All in the Mind
Too many BPM initiatives fail. We’ve got to do better. In this Column, I discuss an important area where considerable improvement can be realized. Process-based management is not achieved and sustained …
Putting Process at the Centre of Business Management
Enabling the increasingly impossible demand to do even more with even less. We traditionally manage organisations via the template laid out by the organisation chart. Yet not one of the entities …