-
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)