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“Very insightful, as it made me think about asking for things in a different way in order to get a different outcome”

Participant,
Sabre

 

When Should Organizational Change Management Start Part 2

Org change jumping fish AM

Now let’s take these frameworks and relate them to the stages of a BPI effort. (Part 1 of this blog looked at the change journey from a personal standpoint.)

A BPI project begins with working with the Executive Sponsor, Process Owner, Project Lead, and BPM Facilitator to develop a charter that will […]

What was Hot at bpmNEXT 2015?

In the third year of bpmNEXT the technical projects that were demoed were of three types:

Breaking old barriers: between BPM and (business and enterprise) architecture, which were covered in presentations by Comindware and Trisotech; between process modeling and decision modeling, with Sapiens and Signavio presentations; and between BPM and case management, with Camunda, Safira, […]

InfoWorks Interview on The BPI Blueprint

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InfoWorks interviewed Shelley Sweet, who is President of I4 Process and author of The BPI Blueprint. I4 Process provides consultation, workshops and training programs based on a unique 3-PEAT method of modeling processes and analyzing data that accelerates operational improvements, and builds leaders and employees who sustain operational excellence.

InfoWorks: Why did you decide […]

The Role of BPM and Government Service Reviews

By Stephanie Venimore, Business Performance Advisor, City of Burlington, ON Canada

More and more local governments are faced with the need to meet the objective of being more effective, efficient and economical with the delivery of government services. Traditional approaches of cutting or reducing services levels to decrease the tax base are not always the […]

The First Look at a Process Definition

Private Eye

If you want to understand the process context before diving into the particulars of process improvement, use this outside in process definition template. Many of you know the Six Sigma SIPOC (Supplier, Inputs, Process, Outputs, Customer) technique or the Process Scope diagram of Roger Burlton called the IGOE (Inputs, Guides, Outputs and Enablers). Well, here […]