Author: Alan Ramias In most of the process maps I have seen produced by others, the process activities (or steps) are depicted like this: Version 1 That is, the activities are described with a verb-noun format. Whenever I have worked with a group of people for the first time and [...] Read more »
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.
Recently, I was asked to do a presentation at a conference, but it came with a predetermined title—not an appealing scenario unless the subject that somebody wants you to speak about just happens to be something you feel passionate enough about that you will get on a plane and go make a speech about it.
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).
Process ownership (and with it, process management) has been at least attempted, and in some cases successfully established, in many organizations since the concept was first described in the book Improving Performance: How to Manage the White Space on the Organization Chart by Geary Rummler and Alan Brache back in 1990.
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.
Alan Ramias | April 2009 | ISPI Annual Conference | Orlando, FL
Alan Ramias | April 2009 | IQPC BPM Conference | Miami, FL
Alan Ramias | February 2008 | Gartner BPM Conference | Las Vegas, NV
Alan Ramias | April 2007 | Shared Insights | Miami, FL