Want Big Data to Help Process Improvement? Fix Your Plumbing

Holly Lyke-Ho-Gland's picture

I recently chatted with Ron Webb, executive director of open standards research at APQC about the intersection of Big Data and business process management (BPM). During our conversation Ron shared his perspective on the role of Big Data in process management, how to effectively match measures to purpose, and the role of people in Big Data and BPM.

APQC: What role do you see Big Data playing in process management? What are its current limitations?

Back to Basics: Why We Need Process Frameworks

Holly Lyke-Ho-Gland's picture

Recently my teenage son has begun preparing for his inevitable independence by learning how to cook. It all started with simple banter—I told him that one cannot live on toast and microwavable mac and cheese forever. However, I’m pretty sure it wasn’t his dietary concerns but comments from his friends that many girls appreciate a guy that can cook that actually won him over.

2015 Top Process Management Challenges

Holly Lyke-Ho-Gland's picture

In December of 2014 APQC surveyed over 300 business excellence practitioners to understand their common challenges and priorities for 2015. An overwhelming 86.1 percent of the respondents identified process management as one of their top three challenges for 2015. This infographic explores the top challenges in process management and some simple tips for overcoming them. Over the next couple of month's we will address the top three process management challenges in this blog.

Think BPM and Information Security Are Separate? Think Again

Holly Lyke-Ho-Gland's picture

I recently chatted with Ken Lobenstein, Senior InfoSec Director for Governance and Policy with Royal Philips about the challenges and threats to information security and how to put security best practices in place without slowing down business operations.

APQC: How do recent security hacks at Sony and the U.S. military's Central Command affect how companies view information security in 2015?

How Fidelity Investments Set Up Process To Foster Innovation, Not Kill It

Holly Lyke-Ho-Gland's picture

John Mansfield, Senior Vice President, Business Strategy & Execution, at Fidelity Investments discusses why so many companies destroy innovation and don’t always embrace the most efficient process.


UPDATED: PMO Imperative: Closing the Skill Gap to Support Strategic Initiatives (Infographic)

Holly Lyke-Ho-Gland's picture

Strategy implementation is by far the hardest part of strategic planning and requires many of the skills project management offices (PMOs) exhibit—core competencies (e.g., time management and problem solving) and softer skills (e.g., leadership and communications). To better understand what contributes to PMO’s assignment to strategic initiatives, APQC conducted correlation analysis on its recent survey, Defining Characteristics of Next Generation PMOs data.

What happens when political motivations trump process improvements?

Holly Lyke-Ho-Gland's picture

APQC recently held a panel discussion on how organizations can take advantage of a holistic strategy encompassing an intersection of knowledge, process, and quality management. APQC’s Travis Colton, Jim Lee, and Jeff Varney collectively responded to this follow-up discussion from the panel:

3 Reasons Great Process Improvement Culture Starts at the Bottom

Holly Lyke-Ho-Gland's picture

I recently spoke to Fabio Cardeso, process excellence director - International Operations General Motors Financial, about the pitfalls of outsourcing the documentation of process failures, why people hide inefficiencies, the identification of risks in processes, and why he believes a great process culture starts from the bottom up and not the top down.

APQC: Why can outsourcing the documentation of process failures not always be the best idea?

UPDATED: Tale of Two PMOs (Infographic)

Holly Lyke-Ho-Gland's picture

Project management offices (PMOs) are moving beyond typical project management activities, and are now providing more strategic insights and services that support enterprise-wide initiatives. In order to more fully understand the role PMOs are playing within their organizations, APQC conducted a survey to understand the key characteristics necessary to provide strategic support. This infographic explores the differences between large revenue organizations (greater than $20B) and small revenue organizations (less than $100M).

Stop Focusing on Process Model Rules and Focus on Results

Holly Lyke-Ho-Gland's picture

I was able to talk to Ronald G. Ross Co-Founder & Principal, Business Rule Solutions, LLC and
Executive Editor, Business Rules Journal, about how to build a better business process model and why having too many rules can be a problem.

What is the main reason people still focus on making traditional process models?