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  • Keith Harrison-Broninski

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."

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Capabilities

"Most Enterprise Architecture methodologies include the modeling of Capabilities. However, Keith suggests, it is not always clear what a Capability is, how to use it, and how it relates to other model

Evolution of Indicators

"Corporate indicators include Key Performance Indicators, Business Performance Indicators, and other metrics that form a basis for tracking an organization’s operations. Since these indicators respond

 

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