December 4, 2013 @ 10:00 AM

Every project introduces organizational change. Every new process design introduces change. Most change models are based on psychological grief models. If you find these models useful, then perhaps you should be asking, "What kind of changes are we introducing that makes grief models useful?"

Change is important to progress and it needs to be understood. For a different perspective on change and what it is, you might be interested in the following article:

  • Understanding the Chemistry and Physics of Change - November, Project Times: click here

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August 19, 2013 @ 10:29 AM

Some problems can't be solved economically. They must be de-escalated--reduced in size, scope, or intensity.

In my previous blog, we presented a transportation commuting problem. If you haven't read it, you should familiarize yourself with the issues.

Basically we had a subway with a single train running continuously. The train carried 1,000 people per trip mostly one way. It made one round trip along a five kilometer corridor in 10 minutes. That means 6 trips per hour at 1,000 people per trip at $1.00 per person giving a revenue of $6,000 per hour. That was the break even point.

Then the city expanded the subway to a 10 kilometer corridor to accommodate an additional 6000 new residents, all living along the new corridor. So now ...

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August 15, 2013 @ 1:03 PM

Business Process 3.0: Is your problem solvable? 

What is a Business Process 3.0 problem? BP 3.0 problems can't be solved within the current paradigm. Trying to solve them from inside only makes the problem worse. So first, we have to know that we have a BP 3.0 problem. Here is an example of one.  Imagine the following situation:

There exists a city. In this city everyone works downtown but lives away from downtown. This city is unique in that it is built along a linear corridor. Its citizens live closely around that corridor, but they all work in a central location at the end of the corridor as pictured below.

In order to help the citizens get to work quickly, the city builds a subway along the five kilometer ...

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July 29, 2013 @ 10:50 AM

Business Process 2.0: All About Your Functional Neighbors

The late Dr. Michael Hammer and James Champy started the reengineering revolution with their ground breaking book, "Reengineering the Corporation."  Reengineering was about radical redesign and many corporations fell in love with the idea and proceeded to implement it. Of course, the vast majority failed. Some organizations still believe in the radical concept. But they may not be aware that Dr. Hammer himself later apologized for that concept. In a later book, "Beyond Reengineering" he said the following:

"Reengineering is the radical redesign of business processes for dramatic improvement. Originally, I felt that the most important word in the ...

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July 23, 2013 @ 2:30 PM

Business Process 1.0: All About the Parts

Frederick Taylor started it all. What some people don't realize is when he started it. Believe or not, it was around the 1890's--over 100 years ago. Mr. Taylor and his followers up to this very day continue to boast of their successes. And indeed the Taylor approach, referred to as scientific management, does have many success stories. I call this era, Business Process 1.0. It had the following characteristics and focus:

  • Individual organization functions (departments)
  • Task level work
  • Human effort
  • Problem solving primarily by a functional manager, not teams

The main goal with BP 1.0 was cost reduction during a period of perpetual demand. And it succeeded quite well for ...

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