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Writer, Actor, Blogger - and Business Process Consultant. Wierd eh?

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2011 (3)
2010 (143)
2009 (110)
 

Capgemini pulls it together for BPM

Interestingly enough the general consensus is that big SI's can be too big to effectively manage a BPM implementation. MWD's Insights blog » Capgemini pulls it together for BPM
http://www.mwdadvisors.com/blog/2011/03/capgemini-pulls-it-together-for-bpm.html

Posted by Gary 
 

Your customers hate it, your staff hate it, but you make them do it anyway

Non value demand:  You make your customers do something that has no real value for them. Your call center staff have to deal with unhappy customers and then also know that their time is being wasted and that makes them more hacked off which then filters through to the csutomers.   Here are some examples of Non Value Demand (work created because we failed to do something) vs Value Demand.

And then you compound it with poor processes to make the experience even worse for eveybody.  So the customer leaves the call really hacked off, no matter how good, positive or cheerful your call center person is.

via iangotts.wordpress.com

A great little post from Ian Gotts on non-value-added process steps. The point he makes - quite successfully, I think - is that many process steps are designed for the benefit of the people running them rather than the people who are affected by them. Read his HMRC story as a good example. The often-ignored downside to this is the additional cost involved in doing things 'the wrong way'.

I'm sure you have plenty of examples of this in your own experience. Care to share?

Filed under  //  BPM  
Posted by Gary 
 

Do you know the value of your IT projects

Here's a great little article from Gartner about companies seeming inability to understand why they are doing projects and how to deal with a project which us no longer meeting it's objectives. Know anybif these?
http://blogs.gartner.com/mike-rollings/2010/11/15/whats-killing-it-delusions-...

Posted by Gary 
 

BPM Product Development

BPM MirrorMirror mirror on the wall – who is the fairest of them all…

I’m reminded of the saying: “a picture is worth a thousand words”.
One of the best BPM resources that I regularly take a peek at is Sandy Kemsley’s Product Screenshot Gallery

via adamdeane.wordpress.com

An excellent insight and resource from Adam Deane.

Posted by Gary 
 

Windows Phone is “Too Big to Fail”

When Steve Ballmer was interviewed at Gartner Symposium in Orlando last month, he said that his riskiest product bet is the next version of Windows.  I agree with him.

What’s not obvious is what is on the critical path to that product.  I believe it is Windows Phone 7.

via blogs.gartner.com

I don't agree that the Windows phone is too big to fail - although i quite like the idea that Microsoft's future might be intertwined with it...

Posted by Gary 
 

Does BPM training reflect growing awareness of process

http://taraneon.de/blog/2010/11/01/bpm-how-training-programs-reflect-growing-...

Good friend and colleague Thomas Olbrich from Teraneon has posted a few observations about how the increase in process awareness gleaned as a result of process test lab results analysis is informing the latest iteration of process training.

I wonder how many other process training classes have changed on that way?

Posted by Gary 
 

Anti-Social BPM

I filed an expense report from a few weeks back using a major ERP system (to remain unnamed).  A few days later got this message:

Complete Audit.  Adjusted Expenses  Date: 26-Sep-2010, Expense Type: Telecomm – Cell/Wireless, Original Amount (USD): 100.99, Adjustment (USD): 4.54, New Amount (USD): 96.45, Instructions: Policy Violation. Your expense does not comply with company policy. Please provide a justification for this expense. Less adjustment -$10.57 plus taxes and fees $6.03.

Is there something on the other end of the spectrum to Social BPM? Keith Swenson thinks there is. I tend to agree. 

Posted by Gary 
 

When Is Process Improvement Strategically Important? - Harvard Business Review

Process improvement programs that do not expressly target competitive advantage are doomed to fail. This may sound like common sense, but it happens far too frequently. Process improvement zealots often warn senior managers of the need to continually assess and improve processes everywhere in the organization. They project a religious and indiscriminate tone that can lead to improving the wrong activities and ignoring the ones that matter.
via blogs.hbr.org

Some interesting thoughts here. I would appreciate your feedback on this article. Does it make sense or not? Do you agree with it or not?

Posted by Gary