process (4)
BPM: Processus, toujours un thème central. Ce séminaire a lieu en Europe pendant tout 2007.
Some very nice useful charts, from Gartner, about best of BPM, and a lot of additional charts.
Among these, this one about BPM and SOA relation, or another one...
but... what about HOP (Human and Organizational Performance)?
Must human problems be treated before technological and organizational problems? Old debate.
Is corporate performance depending from good management of management processes?
Sure it is a key necessary condition, but not sufficient!
Projects and processes are closely related:
- What is a process ? many good definitions, but one way is to see it as a never ending project.
So you can apply some of project methodologies to processes.
Why not, for example, prototype a process as we, in agile companies, prototype projects?
- Alignment of projects with strategies is key. To do that, we have to recognize that 90% of projects are created to optimize way of doing, processes. So, project prioritization needs first processes prioritization!
...so what's new about IT projects ?
New world of IT projects, towards globalized agile companies...
and some still alive good laws about conditions of IT projects success (systems integration, databases, IT governance, cost reduction, and delegating work to IT)
a recent contribution with some good references...
Long time ago, in the 80's, I was already, as quality director for Sales in IBM France, deeply involved in processes.
At that time, IBM Quality Director, Gilbert Stora*, previously Director of a Manufacturing plant lab, used to say: "Manufacturing processes are OK to control, Administrative processes too, but Commercial processes are too "artistic" to be managed and treated the same way..."
This publication of IBM is reflecting, 20 years after, the same thought, with some advances...
("artful" in english does not exactly mean artistic, but the idea is the same)
The idea to mechanize everything is often stupid. Some core processes can be stabilized by organization and IT, some must remain enough organic, dynamically adaptable to changes.
Where to put the "cursor", for every process, between what has to be mechanized and what has to remain organic ? What methodology to use to determine this balance point? How to create a correct bridge between the 2 parts?
Every issue of IBM Systems Journal is exciting, process specialist have to read these recent issues on Business Collaboration, this SOA one, this one one business innovation. Some articles are sometimes too "marketing", some too "technical", but every issue has got at least 1 or 2 stimulating contributions!
* G. STORA, J. MONTAIGNE - "La Qualité Totale dans l'entreprise" (Edit. Organisation 1986)
Look at this nice contribution, insisting on the fact processes are first and IT projects are just after.
The last sentences about Toyota sounds nice !
but....
all that concerns organization improvement and optimization.
What about innovations coming from synergy between:
creative new ideas of new services + use of emerging technologies to protect these ideas ?