BPM/ACM – “What, how, who, when, where and why?”


What exactly is the end game for BPM/ACM?

In my view BPM is needed to automate structured processes and the addition of ACM allows organizations to manage unstructured work.

It’s all about avoiding things falling between the cracks and if you take care of What, How, Who, When, Where and Why, there is not much left to worry about

In healthcare settings we regard the process (linked sequences of steps) as responding to “What’ (a best practice protocol), any instructions relating to the performance of a process step then defines “How”.

A “Who” attribute at a process step defines the skill requirement for performance of the step.

“When” for a process step can be approximated from process logic alone but if steps happen to have planned durations, then we have a better idea of “When”,

“Where” can be a pure run-time parameter (in medicine, what is shortest distance from patient’s residence to a clinic?) OR if an intervention called “MRI” is required, then there is likely to be a short list of clinics that have the needed facilities so “where” in the latter case becomes a resource attribute of a process step. Its not uncommon to have both a “where” resource attribute as well as a patient preference “where” attribute at the same step.

For experimental work, “Why” can become important providing decision-support (e.g. what study results reinforce the use of a particular treatment approach relative to another treatment approach?).

We can repeat this for a manufacturing example and the tags will be the same.

Repeating the general theme of the post – once what, how, who, when, where and why are nailed down, there is not much left to worry about.

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in critical infrastructure protection, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b organizations. (C) 2010-2017 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Adaptive Case Management, Automated Resource Allocation, Business Process Management, FIXING HEALTHCARE, Operational Planning, Process Mapping, Productivity Improvement and tagged , , , , , , , , , . Bookmark the permalink.

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