Articles on HIM

05-Jan-2010

Articles on HIM

Most recent first

• Playing in the Orchestra on the Titanic
  "How will the business process industry fare in the aftermath of the current economic recession? Keith Harrison-Broninski challenges the notion that resuming the same old BPM solutions will continue to provide the answers. Read Keith's suggestions for how to avoid pouring old wine into new bottles once the economy is on a path to recovery." (BP Trends)
• Human Interaction Management and Learning
  "The theory of Human Interaction Management (HIM) regards learning as the basis of all human working activity.  Further, HIM takes the view that "learning is a process you do, not a process that is done to you".  This paper provides an overview of:
  - How HIM enables the definition and execution of business processes for which learning is at the core
  - The HIM theory underlying this approach." (BP Trends)
• Change Aims
  "How can your organization avoid the Pareto principle that says that 20% of exceptional cases account for 80% of the costs? Human Interaction Management techniques for process management allow organizations to eliminate much of the 28% of knowledge worker time currently lost to poor control of human interactions." (BP Trends)
• The First Step for BPM is HIM
  "“Do you want to get value for money, motivate your staff, and stay afloat in the Internet Age?” If your answer is yes, do HIM (Human Interaction Management) before you do BPM." (BP Trends)
• Goal-Oriented Organization Design
  "Although many organizational change projects fail, successful change management remains a sine qua non in the Internet Age. This Executive Report by Keith Harrison-Broninski describes an agile change engineering method -- goal-oriented organization design (GOOD) -- that provides a simple, universal way to approach any business-change effort from a small-scale departmental project to a major government program. GOOD tames the chaos by reducing change of any kind to a small number of constant change aims and structuring the governance processes that deliver these aims. Underpinning GOOD is a theory of human work -- human interaction management (HIM) -- that permits organizations to support decentralized, cross-boundary processes where there is not necessarily a single process owner, a capability critical for dealing with the current inexorable trends toward outsourcing, partnering, and subcontracting as the fundamental means of doing business." (Cutter Consortium)
• De-risking Business Change
  "The first of a series suggesting ways you can de-risk business change by using the techniques of Goal-Oriented Organization Design (GOOD). GOOD is the methodology associated with Human Interaction Management (HIM) techniques and tools, but its applicability goes far beyond process design and implementation." (BP Trends)
• The Business Process Spectrum (BP Trends)

• HIM and GOOD Summarized (BP Trends)

• Keith's adventures in BPMN [7-part series] Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 (eBizQ)
  Why BPMN cannot be used to describe human-driven work

• Role Activity Diagrams or ‘Why flowcharts are wrong’ (Max J. Pucher)

• Preparing for the Third World War
  "No, Keith Harrison-Broninski is not providing instructions for building a bomb shelter. Rather he is discussing a subject of great concern to the world at large-the ecological threats that, if unchecked, promise to leave future generations with a profoundly diminished environment. Read his Column to learn what he foresees as the impact on business in the immediate future and the suggestions he offers for anticipating and dealing in advance with the inevitable restraints governments will impose on business operations to reduce further destruction of the environment." (BP Trends)

• Human Interactions and Business Processes (Andrea Westernein)

• The $650 Billion Problem
  "Keith Harrison-Broninski contends that globalization, reduction in labor demand, and worldwide recession are leading to a sea change in collaborative knowledge work. Read his compelling analysis of the impact these major market forces will inevitably have on knowledge workers and what managers can do to optimize the performance of their staff in this challenging business environment." (BP Trends)

• Hyper-productivity
  "Keith Harrison-Broninski contends that improvement of the way people do collaborative knowledge work is the necessary next step in IT and business management. If you agree, his Column this month is a must read. If you're not sure, read his Column for some substantive advice on how to manage a large software project both efficiently and effectively." (BP Trends)

• Ruling Unruly Rules
  "What is the next major step in enterprise IT? Keith Harrison Broninski has a fascinating perspective. He argues convincingly that there will be a shift in emphasis from server-side automation application to client-side human interaction." (BP Trends)

• From current BPM patterns to the future patterns of BPM technology (Roeland Loggen of Capgemini)

• BPM Without Technology (Mark McGregor / Jim Sinur)

• Will BPM Ever Master the Human Element? (eBizQ)

• Is Your SOA a Disaster Waiting to Happen? (BP Trends)

• What are Human Processes? (BP Trends)

• EDP Audit and Control Redux (Peter Fingar writing for BP Trends)

• Innovation's Child (Peter Fingar writing for BP Trends)

• From Choreography to Jamming - HIM supports knowledge work processes (Janne Korhonen of EDS)

• BPEL4People and HIM (eBizQ)

• BPM and the Future of Programming - how to build a software development capability in your enterprise (eBizQ)

• The Greatest Innovation Since BPM (Peter Fingar writing for BP Trends)

• The Future of SOA [7-part series] Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 Part 7 (BP Trends)

• Taming the Minotaur - how to integrate organizational management with the IT backbone (eBizQ)

• Why Current Document Collaboration Sucks (Butler Group)

• Why Workflow Sucks (Jon Pyke)

• BPM: A SystemicPerspective (EDS)
  Describes evolution of process management from Workflow to Business Process Management to Human Interaction Management
  presentation
  article (BP Trends)

• Email is not suitable for business use (ebizq.net & bpmg.org)

• Complying with rules is not the same as working to rule (ebizq.net & bpmg.org)

• Riding the fourth wave (Information Age)

• The Future of BPM [6-part series] Part 1 Part 2 Part 3 Part 4 Part 5 Part 6 (BP Trends)

• Collaboration for Innovation: Making Innovation Happen (bpminstitute.org)

• The future of BPM, BPMN and BPEL (eBizQ)

• BPMN and RADs - The Way Forward (originally published on bpmg.org)

• BPM, Anyone? (BP Trends)

• It's Time for a New Approach (Intelligent Enterprise)

• The next revolution in interactions (McKinsey Quarterly)

• The Human in the Machine (original ZapFlash) (extended comment on service-orientated-architecture@yahoogroups.com)

• BPM's "Missing Link" (BPM Institute)

• The Coming IT Flip Flop: And the Emergence of Human Interaction Management Systems (BP Trends)

• Going to Sea in a Sieve (BP Trends)

• A New Approach To Quality (originally published on bpmg.org)

• On the Internet, Nobody Knows You're a Dog (as reprinted on ebizq.net - first published on bpmg.org)

• Modeling Human Interactions [2-part series] Part 1 Part 2 (BP Trends)

• The Philosophy Of Human Interaction Management (originally published on bpm.com)

• The Technology Of Human Interaction Management (originally published on bpm.com)

• What is going on in your Organization? (originally published on bpmg.org)

• Human Interaction: The Missing Link in BPM [2-part series] Part 1 Part 2 (eBizQ)

• Managing Process Change? Easy as Pi (and Petri) (BP Trends)

• Building Your SOA for the Human Race (eBizQ)