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Business Process Management Insights

Created Date Friday, 17 April 2015
Modified Date Tuesday, 03 July 2018
Filesize 364 Kilobytes

Process Analytics - Choosing Process Improvement Direction Part 1- Process Opportunity Ranking Based on Performance

Editor’s note: This is Part 1 of a three part series.

The business analysis issue:

Business analysis has received much attention lately with an expectation of some improvement in the enterprise. For example, process improvement, one of the more popular business improvement initiatives has achieved both success and failure. Success has usually been as part of another initiative such as quality improvement, Six Sigma types of projects. Failures have been more prominent in stand-alone process improvement projects. Studies indicate that up to 75% of process projects end in failure of some sort. The reasons cited are that the schedules are not met, budgets are exceeded, deployment is not successful, the performance is not met or the scope of improvement is not met.

To read more, register to this web site to download the article.

Created Date Wednesday, 15 April 2015
Modified Date Tuesday, 03 July 2018
Filesize 93 Kilobytes

The Key Techniques of Process Improvement

Process improvement techniques have been evolving

Every organization has some form of process improvement program in effect today. Some of these are enterprise wide and some are focused on key or mission critical processes. Most are somewhere in between. Some are driven by new technologies, new applications and new strategic direction, objectives, goals and initiatives. Some of these projects come from applying management disciplines like balanced scorecard or value streams, agile process techniques, value chain the Rummler –Brache approach to process change or one of the other 50+ disciplines. Whatever the approach, few are well versed in the techniques of process improvement. Most organizations fall back on two approaches:

1. Use a consultant to facilitate or actually do the process effort
2. Buy a tool and have the vendor teach you their methodology for using the tool

Both of these put the responsibility outside the organization. It is not surprising the studies show that 75% of process projects are a failure in some way. They may be over budget, take too long, become too complicated, fail to deliver results or actually implement the wrong process. This last one, implementing the wrong process is usually done at the expense of user productivity. So what can be done about this?

To read more, register to this web site to download the article.