Tools and Technology: They Sure Help Make the World Go Around

John Tesmer's picture

Think of the gamut of process management capabilities required to get real work done. Now imagine if you only had paper and pen, filing cabinets, the postal service (for normal communications) or a very expensive overnight delivery service for items needing rapid attention. More time would be spent filing, collating, spindling, or otherwise shuffling documents as they travel physically around your organization and potentially around the world. Imagine how long it would take to effect change!

Following the Crowd

Michelle Cowan's picture

Executive: We need to implement business process management. How do we go about doing it?

Colleague: Well, we don't have a center for process improvement, and the group that usually handles enterprise projects does not have expertise in process management specifically.

Executive: I hear that lots of folks are using the Normative Enterprise… Framework… um…

Colleague: The Normative Enterprise Workflow Framework and Associated Definitions?

Executive: Yes! The NEWFAD. Can we implement that? Should we implement it?

Choosing KM Software

Lauren Trees's picture

Over the past few weeks, several of our members have asked me whether APQC has any articles on selecting software to support KM approaches. In general, APQC aims to be vendor-neutral, and we don’t promote specific software solutions. However, we do have some articles on what to keep in mind when building or buying applications to enable knowledge sharing and collaboration.

Here are some general articles about selecting tools for KM:

BPM Is Not IT

Michelle Cowan's picture

This is a serious pet peeve of mine. Many business professionals think of business process management (BPM) purely in terms of the technological tools that enable it. Countless vendors sell “BPM” as though you can buy it in a box, hire a developer, and magically experience fully integrated BPM throughout your organization.