In this blog I would like to demonstrate a way of using performance indicators to improve process performance, as I did in one of my projects. In a previous blog I explained what a performance indicator entails and presented some practical tips for using them. Now I would like to demonstrate the value of using PI’s in practice.
In the previous posting we presented best practices for setting up ArchiMate models using a bottom-up approach. In this posting we will describe three case examples illustrating the added value of solution models. The three cases are:
Process models are a powerful means to describe, analyze and communicate processes. However, process models are often outdated and underused. The reasons for this differ. Sometimes it seems that people are unable to read and understand models, people do not know the models are available or content is unrecognized or outdated. Putting effort into the design and the way you publish your models are key to success in handling these issues. In that way the effect of process models can be optimized! So how can you optimally use your process models? In this blog I present five simple steps that help BPM practitioners to realize this.
After having introduced Core Objectives, understanding ‘the grand plan’, the stakeholders, their concerns and their ability to act, we will continue with the parallel between the military approach of Force Generation and our architecture case. The cold phase is all about preparation: staff, mode of operation and supporting tools. Make them work!
Do you recognize the continuous balancing of urgent vs. important matters? I am often confronted with urgent matters that need to be resolved quickly such as an escalation within a project, deadlines and engaging in interactions through meetings, e-mails, phone calls and a dozen other channels. On the other hand, I am also often confronted with important matters that are not urgent such as developing my professional skills and working on relationships. Sounds familiar? I bet it does. It is perfectly normal to prioritize between urgent and important matters and everybody does it. Organizations face many similar challenges of which one is ambidexterity.
In the previous postings we zoomed in on developing “top-down” or “enterprise” models, laced with many practical tips to help practitioners to get started. In this post we tackle the other end of the spectrum, and discuss how to get started with “Bottom-up” or “solution” models. We will zoom in on several aspects, including structuring your models, and linking to your enterprise models.
In this second posting, we will elaborate on the first part of Force Generation Architecture: the Core Objectives. We shall review the military approach and principles, followed by drawing the parallel with our case at hand. By that we will emphasize the importance of understanding ‘the grand plan’ and - subsequently to this - identify the relevant stakeholders, their concerns and their ability to act.
The Future Ideas Worldwide Academic Competition is a great way for students and graduates to submit their innovative ideas to a large audience and have the opportunity to win a mentorship from a great mind in their field of study. Its six themes provide a great breadth of subjects:
If we look at current IT-trends it is easy to say everybody has heard of Big Data. Although there are some known successes (for example US retailer Target which through its extensive data could predict pregnancy faster than the involved person) many compiling companies spend millions (or even billions) of dollars hoarding big data, without properly using it at all. According to Gartner, 85% of Fortune 500 organizations won’t be able to exploit their big data usefully in 2015. Now the key to using data at all, is knowing that you don’t necessarily need all data. As long as you know which data can be useful to your company – and maybe even more important - WHERE it is useful within your company, you don’t need to spend half of your budget on stacking information.
So, you’ve had your training courses and read the relevant books.Your boss has called you and asked: “Now let’s discuss our major concerns. How can we make the architecture approach going to work while everybody is always on the run?”….. Sounds familiar?