Archive for ‘Alan Ramias’

In their May Column, Alan Ramias and Cherie Wilkins began a series on process metrics. They cite some of the recurring problems and pitfalls they have encountered in working with clients, including: creating metrics that were unlinked to management of the business; creating disorganized piles of metrics instead of a logical set; measuring too much, too little, or the wrong things. In this Column, they address remedies for some of the most significant problems. They describe the guidelines they follow in creating process metrics and apply those guidelines using a tool for identifying the right process metrics.

In our last column, we described various approaches to process ownership that we have seen established, with varying degrees of success, in different companies. Our focus was primarily on the organizational position of the role (a senior executive, a staff, a line manager, and so on) and the amount of authority accorded the position (control of process design, process performance, or both, or neither).

There are two types of performers that do the work of organizations – people and technology. They can perform work independent of each other, but often perform the work together as a human-technology team.