BPM: Theory to Practice

Hours, not Days!

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One of my managers years ago used to proclaim, "Hours, not days!" in challenging people to resolve issues without waiting for the next scheduled team meeting. Today, this sort of speed is more desirable than ever. You can extend that... Read More..
Data and process are often at odds in mindshare and management philosophy. Have you noticed that some managers tend to be data people, while others are process people? Sentiments such as "we would do better if we had better information... Read More..
In my last post ( Process Models - Aligning the High and the Low (Part 1) ), I discussed high-level process models and how they are often disconnected from the detailed models that show how work actually gets done. Why... Read More..
It can be a difficult task to create end-to-end process models that communicate effectively across an organization. When discussing an organization's overall value chain, and providing a big picture process architecture from the top down, it is best to stay... Read More..
As part of some work on a transformational, cross-functional project, I've been doing some research on business as an ecosystem. This topic goes back 15-20 years or so, and has stayed relevant (IMHO), as opposed to some concepts that... Read More..
While watching an episode of Top Gear the other day (one of the best shows on the air these days, IMHO), I was greatly entertained by their trip to India. One segment really jumped out. There is a lunch delivery... Read More..
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When configurable workflow systems came on the scene, it was a welcome addition to the choices of either custom software or inflexible packaged applications. Generations of BPMS platforms have added more and more capability and flexibility. But no part of... Read More..

What vs. How, Part 3

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This is the final post in a series about the distinction between what the business does and how the business does it. The previous post introduced business architecture and specifically capability modeling to describe and document what the business does.... Read More..
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What vs. How, Part 2

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My last post presented the intersection of strategic planning, business architecture, and BPM, and the distinction of what the business does vs. how the business does it. It can be found at: http://www.ebizq.net/blogs/bpm_theory/2012/01/what-vs-how-part-1.php. This blog entry is #2 of a... Read More..
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What vs. How, Part 1

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In working on business strategy, business architecture, and BPM, and the intersection of the three (do I feel a Venn diagram coming on?), I often come across this core distinction: what the business does vs. how the business does it.... Read More..
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This blog offers a true “practitioner’s perspective,” with issues and commentary based on real-world experience across many industries.

Tim Huenemann

Tim Huenemann is the senior principal for business architecture and process management at Trexin Consulting. He has more than 20 years of experience in process management and business-focused IT. In his consulting work, he helps organizations execute business strategy by implementing effective process management and IT solutions. He regularly translates BPM theory into practice, and practice, and more practice. Contact Tim at tim.huenemann[at]trexin.com.

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