| Title |
Pub & Date |
Author |
Description |
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Where Have All the Leaders Gone? The Long-Lost Executive Process Improvement Project
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December 15, 2006
|
Alan Ramias |
Process improvement projects that directly involve Executives have largely gone away but the potential for achieving powerful results haven’t. The benefits of involving Executives in the analysis and redesign of the work and the management systems that govern the work.
|
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Potential Pitfalls on the Road to a Process Managed Organization (PMO)
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BPTrends - November 2006
|
Geary A. Rummler, Alan J. Ramias, and Richard Rummler |
In part 1, we propose an Organization-as-a-System (OAS) lens to guide efforts to create a process-centered or process- managed organization. In part 2, we examine potential pitfalls in the process and describe the "type of journey that will lead to success."
|
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When You Say "Process" You Mean...
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BPM Institute.org - August 1, 2006
|
Alan Ramias |
A great deal of confusion and frustration often occurs among people when they use the word “process” typically because they are talking at different “levels” of process. We put forward a process hierarchy to help sort out what they mean and understand the potential impact of affecting process performance.
|
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The Manager's Role in Performance Support
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BPM Strategies - August 2006
|
Alan Ramias |
The organization’s supervisors and managers are ultimately responsible for making sure there is an effectively functioning performance support system – including tools – in place. Far from being a matter of technology, we discuss what management must do to support effective performance.
|
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Why I Love My Business Process Architecture (BPA)
|
2006
|
Performance Design Lab |
Business Process Architectures are usually the product of support functions like IT/IS and are seldom recognized or utilized by the executives that run the business. In this paper we explore how a successfully institutionalized BPA would be used and valued by the CEO.
|
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The Mists of Six Sigma
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BPTrends - October 2005
|
Alan Ramias |
The origins of Six Sigma can be traced back to Motorola, but there are many myths that surround its invention and impact on performance. We explore some of these myths to ensure that valuable lessons learned by Motorola in their transformation are available for others to see.
|
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Know Your Client's Business
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Performance Improvement Magazine, Vol. 43, No. 3 - March 2004
|
Geary Rummler, PhD, CPT, and Kimberly Morrill, MA, CPT |
A fundamental requirement of effective Performance Consulting is that the performance consultants know their client’s business. In this paper we present a framework and demonstrate some tools to help you efficiently and effectively “profile” a client’s organization.
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The Results Chain - A Tool for Serious Performance Consultants
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Published by American Society for Training and Development, 2004
|
Geary A. Rummler and Kimberly Morrill |
Any performance result is actually the result of a chain of performance results that can be traced to multiple levels of performance. Understanding these results relationships is essential to realizing the scope of change required to effectively address any gap in performance results.
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From a Training Request to Performance Consulting
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Article, Performance Improvement Magazine - Published by ISPI in July 2003
|
Mark Munley |
Frequently, the need for assistance comes to the trainer or performance consultant in the form of a request for training. Understanding the interrelationship of individual performers to the processes they support and the organizations they work in is key to uncovering the true nature or cause of a gap in results. This article centers on a case study that turns a request for training into a systematic analysis that begins by uncovering the Critical Business Issue driving the request, identifying the gap in results and how to close the identified gaps. This analysis takes a systemic approach by troubleshooting the relevant performance system and illustrates how to find performance in a request for training.
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