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Business Process Management Insights

Created Date Thursday, 22 June 2017
Modified Date Tuesday, 03 July 2018
Filesize 603 Kilobytes

Effective Process Improvement Direction

Process Opportunity Ranking Based on Performance

A Key Issue Today with Process Improvement

By Frank Kowalkowski, President Knowledge Consultants, Inc.

How can we increase the likelihood of success on process projects? Determining the path of process improvement has always been a questionable effort. Techniques include many of the well-known methods such as quantitative approaches based on performance parameters as well as more qualitative approaches based on management interests, focus groups of workers and indirect measures such as customer complaints. Each has some benefits and drawbacks.

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Created Date Thursday, 17 November 2016
Modified Date Tuesday, 03 July 2018
Filesize 84 Kilobytes

Process Automation and Productivity

Getting to Smart Processes

Adding Intelligence to Processes for Productivity

By Frank Kowalkowski, President Knowledge Consultants, Inc.

Anticipating the next stage in process evolution
Right now one of the largest contributors to the digital enterprise is the Internet of Things (IoT). Businesses are talking about the ‘digital enterprise’. Digitizing the enterprise is not just adding new software and technology, it is about enabling processes to increase the positive impact on the organization results. That makes digitization key to process automation. There is considerable value currently latent in many processes. Smart processes release that value. The number one issue is when and where to apply automation through digitization to free up that value. Understanding the options and tools available to help the automation effort is what gives an organization the edge to succeed in the competitive marketplace..

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Created Date Tuesday, 17 May 2016
Modified Date Tuesday, 03 July 2018
Filesize 197 Kilobytes

Fix, Rip or Replace - Leveraging Process Improvement Efforts

Process improvement techniques have been evolving

What is it about fixing process es that is difficult ? Why did we not get the outcomes from our process improvement efforts that we expected? Often the comment is made that the process effort was over budget, late and cost too much. Studies show that a high percentage of process projects (up to 75%) fail due to one or more reasons such as over budget, beyond schedule and did not return expected value. That t hey did not return expected value is really critical . A project can be late or over budget but if it returns high value the lateness and budget are forgotten. A key reason for the value issue is that there are limited applications of analytics to process analysis that do diagnostics an d discovery of opportunities . Along with this is a clear and consistent way of documenting the processes.

Many processes are documented in an ‘ Ad Ho c’ manner . This me ans that the documentation varies in format and content due to a large variety of graphic capabilities in modern tools . The variety and lack of a standard documentation notation makes it difficult to do comparative and other types of diagnostic analysis. T he problem is not with the tools but with the documentation met hods used by organization.

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Created Date Tuesday, 16 February 2016
Modified Date Tuesday, 03 July 2018
Filesize 289 Kilobytes

Is it a Map, Model, Both or Neither

By Frank Kowalkowski, President Knowledge Consultants, Inc.

Is there a right way to prepare a process diagram? There are many books and papers about what is the best way to diagram a process, what symbols to use, how to connect processes, what the BPMN2 standard is about, how to elicit process requirements, applying simulation for improvement or the more traditional observation method all very useful. There are few books or articles that really show how the various styles and types of maps and models fit and connect together. The relationship of various layers and scopes of processes, why you do them and how they connect together is what is important. The intent of this paper is to describe the difference between a process map and a process model. Other types of process diagrams and their use will be described in future papers. These descriptions are not a standard (except where noted) nor are they universally agreed to, however they do represent current discussions and ideas.

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Created Date Tuesday, 16 February 2016
Modified Date Tuesday, 03 July 2018
Filesize 314 Kilobytes

Policy Governance Management’s ‘Wicked’ Problem

The ‘Wicked’ Problem

Wicked problems for management? I thought all management problems were wicked, some more so than others. In reality many problems that management deals with have very clean and specific solutions often as part of formulas such as inventory replenishment, economic value added, return on investment, process cycle time and many hundreds more. Even predictive analytics is a known solution. The problems that are truly wicked are those that have no real answer but have just one answer that looks better than another. It would be useful to have a means of increasing the odds that we pick the better of a set of answers.

What is consistent about the description of wicked problems is the changing nature of the components of the problem and the difficulty in getting a stable or static snapshot of what is going on. This first showed up in government policy management. It shows up in other organizations because they are larger, more complex and they deal with changing issues outside the organization that impact its direction (strategy) and operation (execution) so that best performance is not achieved.

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