Category: Business Operations


What could business process mapping possibly have to do with enabling work?

Enabling work includes policy development, guidance creation, training, planning, strategy, and reporting functions, and other work which “enables” or “supports” the core business of a department. We typically think of business process mapping (BPM) as related to the core business, and not so much with the functions that support this business.

In fact, BPM and enabling work overlap in many ways. If you’re asking the question, you are definitely not alone. Indeed, you are part of a large majority of public sector workers.  By default, that makes my opinion quite unpopular and out of step with the norm.  But does that necessarily make it unfounded or irrelevant? read more

Tooling with IM Enablers

Thanks to the ARMA-NCR Board and IM Community for a fun and thought provoking discussion earlier this month.

We discussed specific change management and business analysis tools that can be used by business and IM folks alike.  With foundational elements like organizational change and business processes, it’s not surprising that we have so much in common.
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How to Implement Lean Six Sigma in 5 (rather large but) Easy Steps

In my previous blog, we discussed the Lean approach to eliminating waste in work processes.  This conversation is extremely relevant and timely given the Government of Canada’s endorsement of Lean as the methodology of choice for streamlining work processes.  In fact many functional teams across Ottawa are already embarking on lean initiatives as part of their business improvement efforts, and/or in relation to Destination 2020 action plans. Now it’s time to discuss the Lean Six Sigma approach. read more

How to Implement Lean in 6 Easy Steps

Leaning processes are all about eliminating waste, and waste exists within all processes.  We all experience rework and lost time in our daily work, and there is a financial cost ($) and human cost (employee morale) associated with it. This is common knowledge.

What may not be as common is how to apply lean to your specific process.  Two questions immediately come to mind for me:  What are the main steps to take? And what are the key requirements for success?  I think that these questions are a good way to get the conversation started. read more

Define the future and Sponsor the transition

To lead organizations through constant change, the senior management team of 2015 must define the future and sponsor the transition.  In other words, they must connect ‘hard’ business strategy with ‘soft’ factors like employee engagement and culture. I’ve seen many management teams struggle to achieve the right balance.  With this in mind, I am offering five steps for consideration. read more

Think Traceability

Wearing a “business analyst” hat, many of us often find ourselves on projects tasked with defining a set of requirements to address a given need.

I like to go into these engagements looking forward to the great adventure that will surely unfold.  There is usually an interesting cast of characters who bring valuable insight and perspective from various angles, boots-on-the-ground knowledge, experience and history, and often a passion for the topic at hand. Getting the chance to sit down with stakeholders as we embark on our adventure is truly a privilege.

But it’s seldom without challenges. read more