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Once you have your current state model, what do you do with it? How do you share it with the Process Owner and Executive Sponsor and spark their interest? My experience is that executives looking at a model that is 30 to 60 steps long are impressed and say something like, “Wow, that process is […] 
As interest in big data and analytics grew, this company (now mid-sized) started to grow dramatically. They were hiring 10% more people a quarter, sales were strong, and the company was planning to go public. But product releases were erratic—sometimes every three months, other times only once a year. Then the CEO started to run […] 
Traditional metrics are centered on financial, operational, and employee data. The newer organizational process metrics measure how a process works from the company point of view and the customer point of view. How is the company doing at meeting a customer needs (such as accuracy, responsiveness, service, speed, completeness) and how is the process […] 
In the U.S. culture (and many other cultures), we do process improvement through projects; we introduce new products (cars, technology, pharmaceuticals) through projects. Daily management – or making improvements every day and monitoring data every day for triggers is not our normal way of operating in the BPM space. In a culture of cowboys and […] 
If you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective? Parts 1 and 2 covered Levels 1, 2 and 3 measurement elements based on the process maturity graphic below. This part covers […] |
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