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	<title>ProcessDaze</title>
	<link>http://www.leonardo.com.au/processdaze</link>
	<description>ideas about the business process view of organisations</description>
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	<item>
		<title>We need Balanced Process Management</title>
		<description><![CDATA[My new BPTrends column is published at http://bit.ly/dsOlKw.
The purpose of any process is to deliver value to customers and other stakeholders. The purpose of managing the process is to optimize the value delivered to everyone. That’s a multi-variant task to be achieved in a dynamic environment. We need a multi-variant balance of responses. We need [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/we-need-balanced-process-management</link>
			</item>
	<item>
		<title>Elevating BPM</title>
		<description><![CDATA[It’s 10:15 on Monday morning and you’re alone in the elevator heading for your 10:30 meeting. As you think through your material for the meeting the lift stops and, to your surprise, the CEO joins you and presses the button for four floors below. Your meeting is five floors below.
To your even greater surprise, the CEO [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/elevating-bpm</link>
			</item>
	<item>
		<title>We don’t want 5 process analysts, we want 5,000</title>
		<description><![CDATA[ 
Process thinking and doing is not something to be done by a specialist group, it should be done by everyone. It’s not something we do once a year as part of an annual planning cycle, everyone should be doing it every day. Continuous improvement means exactly that – continuous. Most changes will be quite [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/we-don%e2%80%99t-want-5-process-analysts-we-want-5000</link>
			</item>
	<item>
		<title>It’s not Facebook; you aren&#8217;t looking for friends</title>
		<description><![CDATA[The only reason for discovering and analysing the stakeholders of a process is to find out how they measure its performance.
 Technorati Links &#124; Save to del.icio.us &#124; Digg This &#124; Email this &#124; Stumble it! &#124; Subscribe to this feed &#124; 
]]></description>
		<link>http://www.leonardo.com.au/processdaze/it%e2%80%99s-not-facebook-you-arent-looking-for-friends</link>
			</item>
	<item>
		<title>Successful BPM is as much about mindset as toolset</title>
		<description><![CDATA[Modelling, analysis and presentation tools are important but they are useless without a sympathetic audience for their outputs. If you have the right mindset it’s a reasonably simple matter to choose the right toolset. The right mindset means that key stakeholders, especially senior decision makers, are convinced that process-based management is a compelling approach and [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/successful-bpm-is-as-much-about-mindset-as-toolset</link>
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		<title>Occasionally, it has to be remarkable</title>
		<description><![CDATA[If process improvement projects only find the same changes any problem solving approach would discover, then what’s the point? We need to know that we’ve found the best ideas, ones that are occasionally remarkable. Process improvement and management is much more than traditional problem solving. It takes more effort, changes can be harder to implement, [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/occasionally-it-has-to-be-remarkable</link>
			</item>
	<item>
		<title>Don&#8217;t replace functional silos with process tunnels</title>
		<description><![CDATA[The essential message of Business Process Management is this: we (mainly) design, manage and reward our organisations by functional performance, yet we deliver value to customers via cross-functional processes. Getting the right balance between functional management and process delivery is at the heart of organisational performance.
 
Where the emphasis is on functional performance alone we create [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/dont-replace-functional-silos-with-process-tunnels</link>
			</item>
	<item>
		<title>The Tough Questions of BPM</title>
		<description><![CDATA[What are the most important questions in Business Process Management? The answers to which questions would let you leap towards ‘process nirvana’? Is it possible to agree a finite set of key BPM questions to guide our thinking, writing, analysis and development activities? What would those questions be? Before we worry about the answers, we [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/the-tough-questions-of-bpm</link>
			</item>
	<item>
		<title>Practical Governance</title>
		<description><![CDATA[ In my BPTrends column this month, I attempt to clear up the confusion caused by the proliferation of jargon surrounding BPM Governance. I present my perspective on the five key elements required to establishing effective BPM Governance and the 7 Deadly Sins to be scrupulously avoided in implementing and maintaining a BPM Governance program. Read my [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/practical-governance</link>
			</item>
	<item>
		<title>Process ownership can&#8217;t be centralised</title>
		<description><![CDATA[Process ownership can&#8217;t be centralised. Support for Process Owners via a Process Office should be.
The steps are simple to write &#8211; and hard to do:
1.  Identify the processes in a hierarchical enterprise process model &#8211; first two or three levels is a good start.
2.  Agree how the performance of each process will be measured making [...]]]></description>
		<link>http://www.leonardo.com.au/processdaze/process-ownership-cant-be-centralised</link>
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