How to Avoid General Custer’s Fate While Managing a BPMS Project
Please excuse the cheesy titles; it is tough to get attention when the BPMS vendor hype machine is generating a blizzard of articles, whitepapers, seminars, webinars and blogs focused on business process improvement and automation. Unfortunately, many of these information sources are authored by BPMS consultants that are tainted by vendor bias or have little experience in the trenches managing BPMS projects. This is little help to an IT or business manager seeking practical guidance for process improvement and automation projects. If you believe history repeats itself, study the CRM hype of the late 90s to early 2000s. The wreckage is still piling up from failed CRM projects.
Continue reading “Years of Living Dangerously: Lessons Learned Managing BPMS Projects” »
, Business Process Management
, consensus decision making
, Select Project Managers
, Senior Project Leader
Office Space is based on the Milton series of cartoons created by Mike Judge. Office Space was Mike Judge’s foray into live action film and his second full length motion picture release (the first being the animated Beavis and Butt-head Do America). The promotional campaign for Office Space often associated it with Beavis and Butt-head.
Peter Gibbons is a disgruntled programmer working for Initech, a company plagued by excessive management. Peter spends his days “staring at his desk” instead of reprogramming bank software for the then-expected Y2K disaster. This movie shows four of the coworkers being repeatedly bullied by management, especially Initech’s callous vice president, Bill Lumbergh. The staff is further agitated by the arrival of two consultants, informally known as “The Bobs,” since they share the same first name, who are brought in to help with cutting expenses, mainly through downsizing. Downisizing is the process by which an organization reduces its number of employees to achieve greater overall efficiency. The most common reason, as shown in this movie, for the decision to cut jobs is the organization’s conclusion that it can “do more with less” (i.e., have greater efficiency with fewer employees).
Tags: Bill Lumbergh
, Mike Judge
, Office Space
, Peter Gibbons
This process improvement strategy has three primary objectives:
Match Core Capabilities to the Processes – Ensure that the organization’s core capabilities are fully understood and documented relative to goals, governing rules, organizations and supporting technologies. These core capabilities are then mapped to the business processes that support them (see figure 1)
Quantify Operational Effectiveness - The operational effectiveness of these business processes should be quantified as a baseline for future process improvements. It also enables analysts to focus on those process elements areas that have the most potential. Modeling processes is not just drawing diagrams; it enables time, cost, quality, and resource availability to be part of the equation. Modeling and simulation reduce the complexity of multitude of variables required to quantify operational effectiveness. Continue reading “A Model Driven Approach to Process Analysis and Improvement” »
, Automation Technology
, Process Analysis Simulation
, Six Sigma