Articles on HIM


Articles on HIM
Books on HIM
Presentations on HIM
Software for HIM
Comment on HIM


Articles on HIM

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  • Collaborative public services will save councils money
    "There are several reasons why a more collaborative model could enable councils to save money on public services, but crucial this strategy is addressing the issue of digital exclusion." (
  • Collaborate has 5 Cs
    "Complex collaboration across a community can make our public services more proactive and reduce pressure on the public purse, but how do we get there?" (
  • How austerity can result in better public services
    "This is the first in a blog series by Keith Harrison-Broninski FRSA, which will explore a new way for cities, towns and rural communities to tackle the effects of austerity." (
  • Collaborate has 5 Cs
    "Keith continues his discussion of collaboration begun in his June Column. This month he looks at the five principles of human collaborative work—(1) commit, (2) contribute, (3) compensate, (4) calculate, and (5) change—and discusses how each one is used in a collaborative plan." (
  • Discovering Collaboration
    "Keith Harrison-Broninski elucidates the basic differences between collaborative and step by step processes. He explains why traditional analytical techniques fall short in analyzing collaborative processes and offers a few pointers on how to analyze collaborative processes." (
  • Minutes = Weeks
    "If you’ve been frustrated by the inaccuracy of the minutes from a meeting you’ve attended, you are not alone. In this Column, Keith analyzes the problem and proposes a simple, easily implemented solution that will save time and costs no money." (
  • Network Overload
    "Adding to the long list of available communication options, some vendors are offering the “private social network” that helps employees collaborate across departments. Keith disagrees. Read his reasons in this brief and to the point Column." (
  • Software Development – Collocation!
    "In his previous Column in the Software Solutions series, Tom Bellinson presented the Agile Manifesto and introduced the basic principles of how the philosophy aligns with good process management techniques. Recognizing that getting the “soft stuff” right is one of the biggest challenges of any operating philosophy, he sought the expertise of fellow Columnist Keith Harrison-Broninski in providing the solution to that challenge." (
  • Empty Swimlanes
    "In his last Column, Keith Harrison-Broninski showed why Virtual Team Planning (VTP) is more appropriate for the contracting of large scale services than other work management techniques. In this Column, Keith looks at a key problem that arises if you try to manage such collaborative work using mainstream BPM techniques – specifically, the “empty swimlane” problem." (
  • Large Scale Contracts
    "This month, Keith examines large scale, high value contracts, such as those issued by public sector organizations for outsourcing services over a long period of time. Such contracts require the efforts of a collaborative team and typically include a mixture of company staff from multiple departments–in other words, virtual teams. Keith proposes the best approach to such a situation is Virtual Team Planning (VTP). Read his Column for details." (
  • Connect, Capture and Collaborate Revolution
    "People often think that the private sector moves faster than the public sector in adopting new ideas. Not always so, says Keith. To prove his point, he cites a successful program established by the UK National Health Service that illustrates what Keith believes to be the innovation model of the future - Connect, Capture, Collaborate. Read his Column for the details." (
  • The Innovation Triangle
    "Large organizations-having invested heavily in social media-are now asking how it's possible to gain a return on their investment. Keith Harrison-Broninski introduces The Innovation Triangle as an example of how to solve this emerging problem for all organizations." (
  • Capturing Knowledge with Processes
    "Keith Harrison-Broninski posits that drawing a business change process in BPMN will not capture the most important aspects of the process. He proposes Virtual Team Planning (VTP) as a more helpful method to capture a business change process. In this Column, he elaborates on techniques for implementing VTP. Read Keith's Column to learn the benefits the VTP approach can bring to your organization." (
  • The New GOOD
    "Keith Harrison-Broninski first introduced his original change management methodology, Goal-Oriented Organization Design (GOOD), to BPTrends readers in his September, 2009 Column. In this Column, Keith discusses the latest version of GOOD, which, he asserts, incorporates the best change management practices from multiple reputable sources. He also provides readers with sufficient information to use GOOD." (
  • How Processes can secure the Other End
    "Collaborative work that spans multiple organizations requires granting access to business-critical resources. To do so, the organization needs to know what resources need to be accessed by whom and why and what will be done with those resources. In his Column this month, Keith Harrison-broninski proposes Role-Based Access Control (RBAC) as a solution to this problem. Read Keith’s Column for details on how this program addresses the critical security issues involved in sharing business information." (
  • Celtic Collaboration
    "Keith Harrison-Broninski focuses on the challenges faced by organizations attempting to coordinate long-term complex activities of workers from multiple locations. Such work can't be successfully done using case or process management tools. Instead, Keith suggests that this work is most effectively carried out by "virtual teams," and he presents a method for doing so. You'll have to read his Column to learn just how Celtic Collaboration relates to this topic." (
  • Productivity Frustration
    "According to recent research, between 28 and 53 percent of employees feel their work conditions prevent them from being as productive as they could be, and another 20% consider themselves “frustrated.” In this Column, Keith Harrison-broninski takes a brief look at what it means to be “frustrated” about productivity and proposes a simple way to overcome the problem - a way that is available to any organization." (
  • On the Internet, nobody knows you're a dog
    "Using Peter Steiner’s famous cartoon as a context for his argument, Keith Harrison-Broninski turns his attention to Identity Management (IM), which, for many organizations, remains as bewildering as ever. In this Column, Keith discusses one limitation of all current approaches to IM. He argues that typical IM implementations do not do enough to support the primary occupation of most knowledge workers - collaboration with colleagues - and, he explains why this is an important problem. Read Keith’s Column to learn how to supplement any IM system to provide support for the knowledge workers." (
  • Working Together on the Web
    "This month, Keith Harrison-Broninski takes up the issue of the dedicated virtual enterprise that requires the collaborative efforts of people from multiple organizations, with multiple roles, in multiple locations. What management structures are required to ensure that a virtual enterprise achieves its desired goals? Using a UK healthcare advisory organization's experience in dealing with a virtual enterprise, Keith provides his solution to the question." (
  • Lego vs. Cooking
    "What, you may ask, do assembling a Lego structure and cooking have to do with process. Keith Harrison-Broninski attributes the struggle many organizations experience when attempting to improve their processes, to a poor understanding of the different types of business processes. In this Column, he explains the problem and proposes a solution by using building a Lego structure and cooking as analogies for different types of processes." (
  • Harrison-Broninski's Second Law
    "What, you may wonder, is Harrison-Broninski's Second Law. Put simply, it evolves from the premise that we are in the "6th distinct period of computing"-one in which social media make it possible to create your own digital, virtual identity. The ramifications, Keith asserts, will have a profound impact on Information Communication Technology and will require that people apply the principles of Human Interaction Management if they are to gain optimal value from the digital world we live in. Read his Column for further details, and to discover Harrison-Broninski's First Law." (
  • Virtual Teams
    "Keith Harrison-Broninski posits that knowledge workers lose nearly one third of their time coordinating their work with others, time that is essentially wasted and that adds up to a significant financial loss to the organization. To solve this problem, Keith proposes a Human Interaction Management technique that enables virtual teams to create dynamic plans that will streamline interactions among colleagues. To illustrate the use of the HIM technique, he takes the reader through a common sales process - the sales proposal." (
  • Plan Like the Professionals
    "In today's rapidly changing business environment all organizations must collaborate, both internally and externally, and must face the challenge of developing new collaboration strategies. Keith Harrison-Broninski argues that old management techniques and tools cannot effectively meet this challenge. Read Keith's advice on how to sort through all of the emerging new methods and technologies to identify the right combination of tools to support your collaboration strategy." (
  • Selling Services
    "Keith Harrison-Broninski observes that services suppliers often operate in very ineffective and inefficient ways because they employ standard techniques for continuous improvement. Keith argues that these techniques, such as Lean and Six Sigma, which were developed and refined in the manufacturing industry, are not suitable for managing the supply of services. He cites several reasons to support his premise and proposes an alternative business-oriented approach based on the principles of Human Interaction Management (HIM)." (
  • Effective Conversations
    "Resource allocation problems are common across all organizational functions. Keith Harrison-Broninski proposes a Human Interaction Management solution to this dilemma. The secret, he says, is to recognize the common pattern underlying the resource allocations at every level within the organization. Read Keith’s Column to learn the details of the secret." (
  • The Huddle Muddle
    "Attracted by all the bells and whistles offered by shared workspace vendors, some organizations either fail to appreciate what lies in store or are prepared to overlook it for the sake of jam today. However, other organizations have observed the warped management and partner relationships arising from the innate inability of such tools to cross boundaries, and are making the strategic decision to supplement the Web wizardry of shared workspaces with tools that facilitate a more joined up approach." (
  • Cross-Boundary Processes
    "Organizations of all types and sizes need to work with other organizations. Government departments and agencies must collaborate with other departments and agencies, as well as with private sector organizations, to comply with policy and meet citizen needs. Commercial companies must partner with suppliers, customers and even competitors to deliver maximum value for minimum cost and maintain market competitiveness. In other words, a fundamental capability in modern business life is design, execution and management of cross-boundary processes. What options are there for achieving this? We need solutions that not only empower decentralized work but (a sine qua non in the Internet Age) also permit flexibility." (
  • Complex, Dynamic Processes
    "In the past, we typically advised organizations to focus on what they could easily solve and to defer working on the more problematic, complex problems. But, in the past few years three things have changed. First, leading organizations have cleaned up lots of the more easily solved processes and are ready to tackle more difficult challenges. Second, various technologies, principally the Internet and email, have made dynamic processes more prevalent. Third, outsourcing and the emphasis on customer service have made it more important than ever to empower individual employees who interact with customers to make decisions. That, in turn, requires that we define the jobs of employees who perform complex, dynamic and often knowledge intensive activities. All of these considerations have led to a new emphasis on complex, dynamic processes." (BP Trends)
  • Dynamic, complex processes are projects
    "During 2010 I helped design and implement dynamic, complex processes using HIM in organizations of various types, and of sizes ranging from tens to tens of thousands of staff, and if there is one major insight that emerged from this experience, it is this: that dynamic, complex processes are best thought of not as Processes or Cases. Rather, it helps greatly to think of them as Projects … As the Chair of the Workflow Management Coalition writes this month: A lot more is needed than simply adding social capabilities to a system that distributes and monitors tasks … Like most disruptive technologies, social networking will favor newcomers with a fresh approach, over the entrenched leaders adopting an incremental approach." (ebizQ)
  • The Waste of Unused Human Talent
    "Lean practitioners have identified the “8th form of waste” as the waste of unused human talent. In his Column this month, Keith Harrison-broninski describes how HIM (Human Interaction Management) allows organizations to deal with unused human talent, and it is not by using approaches focused on tasks, flowcharts or cases. Read Keith’s HIM solution to process innovation." (BP Trends)
  • Big Processes
    "What, you may well ask, are “Big Processes” as opposed to small ones? In order to see the elephant in the room, Keith Harrison-Broninski suggests you stop identifying processes with flow chart diagrams. Read Keith’s thought-provoking Column to learn how a Human Interaction Management System (HIMS) deployment can effect order-of-magnitude changes while your competitors are occupied with tweaking the details of their operations." (BP Trends)
  • Going HIM
    "As a strong advocate of HIM (Human Interaction Management), Keith Harrison-Broninski is frequently asked questions about what is involved in “Going HIM.” In his Column this month, Keith responds to that question and relates a recent experience in working with a client who called him in to deal with the same problem in two consecutive years. To learn the moral of the story and the potential value of HIM Systems to your organization, read Keith’s Column." (BP Trends)
  • Hyper-productive Working Practices
    "If you have ever been engaged in a project requiring you to use techniques and technologies you are not completely familiar with, you may have welcomed an interruption from a colleague seeking your help on an unrelated matter. Welcome as the distraction may have been, it likely caused a significant time loss when you returned your focus to the unfamiliar task at hand. Keith Harrison-Broninski has a tried and true remedy for avoiding such focus derailments. Read his Column for the formula." (BP Trends)
  • 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
    article (BP Trends)

  • Email is not suitable for business use ( &

  • Complying with rules is not the same as working to rule ( &

  • 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 (

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

  • BPMN and RADs - The Way Forward (originally published on

  • 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

  • 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

  • On the Internet, Nobody Knows You're a Dog (as reprinted on - first published on

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

  • The Philosophy Of Human Interaction Management (originally published on

  • The Technology Of Human Interaction Management (originally published on

  • What is going on in your Organization? (originally published on

  • 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)

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This site was last updated 05-Jan-2010