Performance and Maturity: Are You Measuring What You’re Trying to Manage?

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Anyone who has spent any time in entry-level business classes knows the adage, “if you don’t measure it, you can’t manage it.” It’s a pretty wise adage, and from a very systematic perspective, it’s right. Without knowledge of process performance, attempting to change is akin to rearranging furniture in the dark. Sure, you can move things about, but when the lights come on and people start walking thru the room will the changes be valuable or just a mixed up mess?

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

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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!

Process Models: Capturing What We Do and How We Get It Done

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APQC is probably most well-known around the world for its research in knowledge management. We’re not as acknowledged for our process classification framework (PCF), but in my humble opinion, the PCF is just as important as any work we do in knowledge management.

Governance: The Structure and Tools for Effective Process Management

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Governance. The mere utterance of the word evokes thoughts of jack-booted control freaks descending down upon hapless process teams. But it doesn’t have to be that way; modern governance models provide structure, guidance, and support to process owners and workers. By leveraging automation and transparent access to information, today's models reduce governance overhead to manageable levels.

Strategic Alignment: Move in the Right Direction

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We’ve all worked in an organization that feels chaotic. Here’s a common scenario: You’re happily performing a process, doing some work you’ve done dozens of times before, only to find out that the one sub-process you depend on has changed, and not for the better. Another common horror story involves two individuals both improving the same process but not knowing it until they end up playing a sort of process tug-of-war, which usually ends in a standstill resolved by the manager who wields the most influence.

On the hunt for excellence in process management

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I’m looking for this year’s crop of best practice partners in process management – could it be you?

Building a strong foundation: BP Trends Associates’ recent Business Process Manifesto

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We here at APQC read with interest the recently posted Business Process Manifesto from BP Trends Associates.

The manifesto is aimed at cleanly defining what business processes are and their context within an organization. As the lead for the effort Roger Burlton has again facilitated a thought provoking discussion, and the resulting document sets the stage for big things in the near future.