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Business Process Management Insights

Created Date Wednesday, 22 July 2015
Modified Date Tuesday, 03 July 2018
Filesize 76 Kilobytes

The Future of Policies and Procedures

By: Frank Kowalkowski President Knowledge Consultants, Inc.

The Issue with policies and procedures
There are few standards for P&P resulting in a number of formats and methods used to manage the typical P&P suite a business uses. Today you can buy a suite of P&P and use word processing to customize them into a set you need. This is great if you are a small business or a new business or both. But, does this fit the future? Is it good enough for an ongoing medium or large sized enterprise that has a need for good quality governance? Fortunately there are a number of newer ways to apply and manage policies and procedures today.

Because technology changed at a fast rate, enterprises are now in various stages of managing their P&P. Some have traditional P&P, some are electronic, some are in document management systems and some are being revised based on developments in the business process management (BPM) space. Still others are advancing into the newer world of executable and intelligent processes with embedded rules related to P&P.

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

Created Date Wednesday, 22 July 2015
Modified Date Tuesday, 03 July 2018
Filesize 360 Kilobytes

The 5 Stage Process Methodology

Effectively Managing the Process Effort

By Frank Kowalkowski, President Knowledge Consultants, Inc.

The Process Project Need Today
How can you assure that a process project leads to a satisfying conclusion? Will it deliver what is expected? Will you get more than just a pile of documentation? In fact, just what is expected of a process change project?

Managers know that processes are critical to business performance and transformation today. Processes change with the changes in business direction and needs. Accommodating change is a key element of business execution today. Process change, performance, maintenance and improvement are the keys in business excellence and transformation today. Effective that change in processes requires that a method be used that links the need for change to actually deploying the correct change. Ripple effects of poor deployment results in lost performance and added cost and even lost competitive position with unhappy customers. The end result is the deployment of an inadequate process change followed by a need to correct the problems.

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Created Date Friday, 17 April 2015
Modified Date Tuesday, 03 July 2018
Filesize 1.15 Megabytes

Strategic Feedback and Enterprise Process Performance

Using Correlation for Impact Analysis

The ultimate measure of enterprise performance is in the financial measures that management sets for the enterprise. Understanding what performance variables impact the financial performance and how those variables impact each other, is not a simple task. Determining the degree to which they impact the performance and what execution processes are behind the performance issue requires in--depth analysis.

The point of this paper is to illustrate how measures of process performance impact strategic performance indicators (KPIs) and how to identify these impact relationships. In this paper, seven core steps are provided to assess enterprise performance using impact assessment. Some examples are provided to illustrate the steps with possible deliverables as a an analyst might go through them.

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Created Date Friday, 17 April 2015
Modified Date Tuesday, 03 July 2018
Filesize 367 Kilobytes

Process Analytics - Choosing Process Improvement Direction Part 3: Balancing Process Yield with Risk

Editor’s note: This is Part 3 of a three part series.

The yield versus risk proposition: So far both yield and complexity (risk) have been analyzed. The real value of this type of analysis is to use the two perspectives together to get a ranking of processes in terms of the greatest yield with the least risk. Of course, management interests will always override these considerations but at least the degree of risk and yield are known for the deviation. In this part we bring the two perspectives together. Process analysis is not like physics where things are precisely known. Often the numbers relating to process execution vary according to the stability of the process. A machine based process might be very stable while a customer service process might vary considerably. The difference is usually in the variety of inputs and results from the process. Single input and single output are very predictable especially for machine output and assessing quantity and quality of the output. When it comes to variations in input and output, more measure variance exists between outputs. The process then has a variable set of performance parameters that need to be averaged. In Part 1 this was assumed so there is no need to worry about it here, but we need to be aware of the situation if we are to change the process.

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Created Date Friday, 17 April 2015
Modified Date Tuesday, 03 July 2018
Filesize 1.19 Megabytes

Process Analytics - Understanding Process Context Part 2: Process risk based on context analysis of complexity

Editor’s note: This is Part 2 of a three part series.
Business analysis and process context:

In business analysis a process is often analyzed for its internal complexity. A large process with many connections is more complex than a process with few connections. Working with such complexity is well known. There is another kind of complexity that is less known and has a large impact on the success of a process project. That complexity is defined by the number and types of touch points in the enterprise. In process change consider that the larger the quantity of touch points, the greater the risk of failure. Touch points means any point that the process contacts and interacts with the different components (or dimensions) of the business. This would include locations, other processes, organizations, decisions, systems, data bases and so on. In enterprise analysis there are over 25 different categories of components that are of concern to the analyst. Fortunately only six or seven of them are used in day-to-day analysis work. So, process context in the more general case includes internal process complexity because you can look at the interactions of processes along with the interactions of the process with the rest of the enterprise.

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