In my previous blog topic, I introduced the concept of business process modeling, and laid the foundation for a successful project to analyze and document business processes.  You can find that post here:

The Four-Step Program To Successful Business Process Modeling

In this blog, I will cover the final two phases needed to complete a successful project.

3.

One of the most important tasks of any process engineering project is business process modeling.  Documenting the business process involves analyzing how the work is currently performed.  It focuses on the roles and responsibilities in the current process and identifies handoffs of work from one role to another.

The purpose of documenting the business process is to identify and capture any problems in the current process such as bottlenecks, workarounds, redundancy, and other labor-intensive tasks.  It also allows you to identify opportunities to improve the process through automation and assess the impact of a new technology implementation.  It can also provide a starting point for the detailed analysis and design activities.

Introduction:

This month’s blog entry explores the complex relationship between project success and project leadership.  Risk of failure is potentially higher for IT projects than commonly acknowledged and, by all accounts, it would appear that success hinges less on strict adherence to methodology than on leadership.  Leadership, of course, assumes manifold forms, but in the context of this discussion I narrow it down to its core:  the moral/ethical responsibility of project managers to "tell it like it is," so that appropriate decision-makers can make effective decisions in a timely manner.

This is the third and final part of the Project Management Leadership series, the first of which was published on 8/18.  Here we make the link between success, leadership, and ethics explicit.  Ethics in project management elude rigid definition,but realism (rather than optimism) is critical to every organization's ability to think critically and to maximize the opportunities for effective and timely decisions at every organizational level.

Introduction:

This month’s blog entry explores the complex relationship between project success and project leadership.  Risk of failure is potentially higher for IT projects than commonly acknowledged and, by all accounts, it would appear that success hinges less on strict adherence to methodology than on leadership.  Leadership, of course, assumes manifold forms, but in the context of this discussion I narrow it down to its core:  the moral/ethical responsibility of project managers to "tell it like it is," so that appropriate decision-makers can make effective decisions in a timely manner.

This is the second of three parts, the first of which was published on 8/18.  Here we shine the spotlight on ethics in the context of project success.  Ethics in project management elude rigid definition, particularly as the PM discipline has evolved to encompass truly global projects, but even so, project management success is not synonymous with project success.