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Business
Process Management Articles
Government Process
Management
Roger Tregear, Teri Jenkins, Greystone
Group, BPTrends Website and Newsletter, October 2,
2007.
Roger Tregear and Teri Jenkins prepared this Article
(originally presented at the 2007 BPM Conference in Brisbane,
Australia) to address the increasing interest in BPM in the public
sector. They identify nine key differences between the public and
private sectors. BPM practitioners of all stripes will find this
discussion compelling.
Using Staff Frustration to Improve a
Process
Daniel J. Madison, Valeocon Partners, BPM Institute
Website and Newsletter, October
12, 2007.
The frustration lens diagnoses the process from the
perspective of those who work in it. The purpose is to learn what
frustrations people experience when doing their work. You can ask
people about these as you create the as-is-flowchart, or you can
complete the chart first and ask later. Use the first method if the
process is relatively short and there aren't many frustrations. Use
the second for complex processes, particularly if there are a lot of
frustrations.
BPMS Watch: Process Model Portability: Does Anyone
Care?
Bruce Silver, Bruce Silver Associates,
BPMInstitute Newsletter and Website, October12,
2007.
Among the
numerous virtues of BPMN, foremost is vendor independence, giving
process modelers many tools to choose from, all describing processes
using the same shapes and semantics. That’s huge, since without
low-cost (or even free) tools you’ll never establish a culture of
process broadly throughout the business. It seems that the number
one reason for creating a standard in the first place – portability
and interoperability across tools – was somehow forgotten by the
BPMN standards committee in OMG. And a good solution is not yet
clearly in sight.
Managing BPM: The Food
Processor
Joe Francis,
PCOR, BPTrends Newsletter and Website, October
2, 2007.
You’ll be hungry after reading Joe Francis’ entertaining
Column in which he advocates the use of simple analogies to convey
the 5 key elements of BPM. His analogy of choice? The outdoor BBQ.
Bon appetite!
Real-Time Analytics: The Importance of Strategic
Alignment and Ease of Use
Richard Betty,
DM Review Newsletter and Website, October, 2007.(Free
Registration May Be Needed)
Being
able to analyze organizational data is essential in order to make
changes which will improve corporate performance. The emergence of
computerized systems over the years has allowed companies to take
the guesswork out of decision-making. Collecting key data and having
the ability to slice and dice it provides feedback for decisions
regarding product and customer strategies, manufacturing facility
improvements and investments, pricing and a host of other areas. All
of these analytic efforts and the decisions made based on them are
targeted at one major goal - improved profitability.
Measure the Immeasurable: The World of Smell and
Taste
Attila Aranyos,Arne Buthman, Valeocon
Consulting Management, ISixSigma Europe Newsletter and Website,
October 3, 2007.
In
many industries, improvement projects quickly face an obstacle: The
lack of easy to get and reliable data. This is especially true when
the critical-to-quality elements (CTQs) of the project are "soft
attributes" such as taste, smell or texture. Facing such a problem
in the food and drink industries is obvious. While in a Kano model
taste and smell would be a "must have" for food and drink, one can
easily imagine that these characteristics can be a clear
differentiating factor on the "the more the better" axis in the
pharmaceutical, packaging or environmental sectors. In any other
industry a smell attribute can be a true delighter today but could
be the company's competitive edge
tomorrow.
Lean: Relentless Pursuit of Product Value and No
Waste
Jim Fishbein, Kimberley
Watson-Hemphill,
iSixSigma Financial Services Website and Newsletter, October
3, 2007.
Lean,
like other process improvement methodologies, is based on the idea
that a business is a series of processes that delivers value to its
customers. A process is Lean if it uses the minimum of resources to
add value to its product or service. Everybody involved in the
process performs only value-added tasks - there is no waste. Value
is defined as an activity or step the customer cares about and is
willing to pay for when done right the first time. Lean methods are
very powerful at identifying the non-value-added efforts and costs
inherent in every business process.
Are You Too Compliant? Reduce Waste with Lean Six
Sigma
Jin An, Jack Hynie, George Group, iSixSigma Financial Services
Website and Newsletter, September 5,
2007.
The very real threat of facing
substantial fines if companies fail to comply with various
regulatory legislation seems to have thrown them into a state of
panic. Rather than evaluate any actual risks or make sure processes
are efficient and effective, they have relied on redundancy and
layers of non-value-added work in hopes that they have their bases
covered. Using basic Lean Six Sigma techniques, companies can refine
their processes to improve their ability to demonstrate compliance
and reduce time and resource costs along the
way.
Business Process Outsourcing
Articles
Making Workflow Work and Flow for
You
Rick Cook,
CIOInsider Newsletter and
Website, October 23, 2007.
Workflow isn't rocket science, but it isn't
magic either. While workflow can make major improvements in the way
an organization runs, it achieves that goal only when its principles
are applied correctly. We explain the success
factors and the benefits that the process can provide.
Seven
Reasons Why Outsourcing to India is Good for Your
Business
Ty Anderson, CIO
Insider Newsletter and
Website, October 16, 2007.
The tech industry in America is faced with
intense competition from foreign vendors, most notably India.
Although painful at times to American technology service providers,
the rise of offshore competition creates quality options for
outsourcing and creates value for your company.
Eight Reasons Why Outsourcing to India Could Hurt Your
Business
Stephanie Overby, CIO Insider Newsletter and
Website, October 16,
2007.
India
remains the undisputed leader when it comes to offshore outsourcing
of IT services. However, a confluence of adverse conditions, from
rising prices to failing infrastructure to employee turnover, have
caused some IT decision makers to shy away from the offshore
outsourcing stalwart. Here are a few reasons why you might want to
make the shift away from India sooner rather than later.
What Does It Take to Get IT
Outsourcers to Innovate?
Stephenie
Overby, CIO Insight Newsletter and Website, October 8,
2007
IT leaders say
they want outsourcing providers to go beyond traditional services.
And the providers want to market themselves as partners in
innovation. So why isn't it happening?
Eight Steps to More Effective Meetings
Diann Daniel, CIO
Insight News Newsletter and
Website, September26,
2007.
Meandering
or unnecessary meetings cost money, waste time, deflate morale and
contribute to turnover—all the more reason to adopt these
suggestions to run meetings more efficiently.
Operational-Level Agreement: An IT game plan for
CIOs
Jeff Kelly, searchCIO Newsletter and Website,
September 26, 2007.
Though underused, operational-level
agreements can improve working relationships, minimize confusion and
increase the successful delivery of critical IT services.
Not Just India and China Vying For U.S Tech
Jobs
Paul McDougall, Infoweek Newsletter and Website,
October 23, 2007.
At OutsourceWorld, a conference
that's operating in conjunction with Interop this week at New York's
Javits Center, the vendor booths added up to a virtual UN of
offshoring. Beyond India and China, there were vendors from Brazil,
Australia, Costa Rica, Canada, and Hungary. And even tiny Mauritius
was represented.
Notable
News
Who Wants to Be a Six Sigma Master Black
Belt?
Andreas Kleinert,
Arne Buthman, Valeocon, iSixSigma Europe Newsletter and Website,
October 17, 2007.
How does one become a Master Black Belt, the person
responsible for the strategic deployment of Six Sigma within an
organization? There are a variety of skills and experiences
necessary for the role, as well as some specialized
training.
Improving Labor and Delivery Triage Turnaround
Time
Lori
Liendo, Valley Baptist Health System, iSixSigma Healthcare
Newsletter and
Website, October 10,
2007.
Excessive
waiting and poor customer service at a hospital's labor and delivery
triage area had existed for years. But a Six Sigma process
improvement project team attacked the problem systematically and
began resolving it in a matter of months.
Hoshin Planning: Making the Strategic Plan
Work
Bob Page, Planbase, iSixSigma Newsletter and Website,
October 22, 2007.
Interest in using in Hoshin planning, which
focuses on achieving a vital annual stretch goal, appears to be
growing. And as more large businesses use Hoshin, it is almost
certain that they will pressure suppliers in their supply chain to
also adopt it. Six things are unique about the Hoshin planning
process and need to be thoroughly understood and used for success.
6 Key Skills CIOs Seek in Entry-Level
Workers
CIO Insight Newsletter and Website, October
23, 2007.
Entry-level IT pros need more than tech savvy; they must
possess software skills to survive in today's business climate.
Making Agile Software Development Work for Distributed
Teams
Colleen Frye, SearchSoftwareQuality Newsletter and
Website, October 18, 2007.
Distributed agile software development may seem
at odds with a methodology that has its roots in small, co-located
teams. One such company that doesn't believe "distributed agile" is
an oxymoron is GlobalLogic, a product development lifecycle services
company with global delivery centers in the U.S., India, China and
Ukraine.
Telecom Technology Factors In to Banks’ Competitive
Strategies
Mario Bruno-Britz,
Bank Systems & Technology, October 30,
2007.
Over the past two decades, the scope and quality of
telecommunications technology has exceeded just about anything
anyone could have imagined. From the introduction of the Internet to
the masses to the explosion in mobile handheld devices, banks
realize that telecom is about more than just getting a dial tone --
it can provide a business that extra edge in a very competitive
environment. Accordingly, banks are thinking more strategically
about their telecom deployments.
The Best of the Rest: Web 2.0 Early Adopters in
Banking
Nancy Feig,
Bank Systems & Technology, October 30,
2007.
According to experts, banks that don't embrace a
social media strategy as a new means to establish customer intimacy
eventually will be left behind, not knowing how to reach a new wave
of customers. In addition to pioneers such as Wells Fargo, RBC
and The Toronto-Dominion
Bank, here's a list of some financial
institutions that have received the message loud and clear and what
they're doing with Web 2.0 and social media:
Notable
Events
Shared Insight’s & IIR’s BPM
Conference November
12 - 15, 2007. San Diego, CA, Shared Insights.
3rd Annual HR Shared Services
Summit November
12 - 14, 2007. Atlanta, GA, IQPC.
Lean Six Sigma
Forum 2007 November
27 - 28, 2007. Kuala Lumpur, Malaysia,
IQPC.
The 4th Annual Procure-To-Pay
Summit January 28 - 30, 2008. Orlando, FL,
IQPC.
Lean Six Sigma & Process Improvement
Summit
January 28 - 31,
2008. Orlando, FL, IQPC
Lean Six Sigma Healthcare
Summit
January 29 - February
1, 2008. Orlando, FL, IQPC.
The 12th Annual Shared Services Week
March 31 - April 4, 2008. Orlando, FL.
IQPC.
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