Author Archives: kwkeirstead@civerex.com

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, connect-the-dots law enforcement investigations, healthcare services delivery, job shop manufacturing and b2b/b2c/b2d transactions. (C) 2010-2018 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.

How Low Can You Go? –  Part IV – Essentials for building, sustaining & improving corporate competitive advantage.


This article attempts to bridge the gap between operational methods such as ACM/BPM/CPM/RALB and FOMM and methods used to evolve business strategy.The mission of all strategic and operational initiatives is to build, sustain and augment competitive advantage. See “Theories of … Continue reading

Posted in Case Management, Decision Making, Financial Planning, FOMM, R.A.L.B., Risk Analysis, Strategic Planning, Uncategorized | Leave a comment

How Low Can You Go? – Part III – Case Management Essentials


This article explores the contribution of three (3) methodologies to the effectiveness of work. The three methodologies are:  ACM (Adaptive Case Management),  RALB (Resource Allocation, Leveling and     Balancing)  FOMM (Figure of Merit Matrices). ACM (Adaptive Case Management) ACM builds on … Continue reading

Posted in Adaptive Case Management, Automated Resource Allocation, Case Management, Decision Making, FOMM, Operational Planning, Process Management, R.A.L.B., Scheduling, Uncategorized | Leave a comment

How Low Can You Go? – Part II – BPM Essentials


This article explores the contribution of a methodology called BPM (Business Process Management) to the “management of work” and lists essential features for background BPM services at Cases.  BPM is core to workflow. It also contributes, to an extent, to … Continue reading

Posted in Business Process Improvement, Business Process Management, Case Management, Operational Planning, Process Mapping, Uncategorized | Leave a comment

How Low Can You Go?  – Part I


I’ve been following /participating in various recent BPM.com discussions relating to no-code/low-code. Lots of posturing by vendors and product champions re run-time platforms they are promoting or using as well as posturing re process mapping environments they are promoting / using. … Continue reading

Posted in Adaptive Case Management, Business Process Management, Case Management, Competitive Advantage, Decision Making, Enterprise Content Management, FOMM, Knowledge Bases, Operational Efficiency, Risk Analysis, Strategic Planning | Leave a comment

Work, Workflow, Workload and BPM


Work as we know it today, is about to change. Most of us will soon have automobiles that drive themselves. 3-D printing already allows assemblies to be built that are not assemblies.  AI seems to be making a comeback and … Continue reading

Posted in Adaptive Case Management, Automated Resource Allocation, Business Process Management, Case Management, Competitive Advantage, Compliance Control, Decision Making, FOMM, Operational Planning, Operations Management, Process Management, Productivity Improvement, R.A.L.B., Risk Analysis, Uncategorized | 2 Comments

Process Improvement – Under the Hood


Here’s the deal . . . You are in a corporation that 1) “thinks” BPM, 2) has mapped processes, 3) has a run-time workflow\workload Case platform, where Cases have declared objectives, 4) has non-subjective means of assessing progress toward meeting … Continue reading

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Decision Making, FOMM, Process auditing, Risk Analysis | Leave a comment

Take it to the limit with BPM


The transition BPM aficionados are going through today, moving from neat-looking structured workflows (end-to-end processes) to arbitrary clusters of small workflows (process fragments) and pure ad hoc interventions, is proving to be a difficult one. It all begins with discovery … Continue reading

Posted in Adaptive Case Management, Business Process Management, Case Management, Data Interoperability, Database Technology, Decision Making, Major Crimes Case Management | 1 Comment

KPPs and BPM


KPPs and BPM You are probably familiar with KPIs (Key Performance Indicators), but this article is about KPPs (Key Process Points). KPPs are wait-state auto-commit steps along BPM pathways. They have predecessors and successors like all other BPM steps. They … Continue reading

Posted in Case Management, Operations Management, Uncategorized | Tagged , | Leave a comment

Can your BPMs improve operational effectiveness and efficiency?


Apparently not, based on Wikipedia’s definition – “a BPMS is a technological suite of tools designed to help the BPM professionals accomplish their goals” The conclusion is easily explained. . . Operational efficiency, for sure, can be achieved by automating … Continue reading

Posted in Adaptive Case Management, Business Process Management, Case Management, Data Interoperability, Decision Making, FOMM, R.A.L.B. | 1 Comment

2016 Recap – Basic Requirements for Success with BPM


Once again, with minor updates/consolidations,  . . . . here is my list of basic requirements for Success with BPM. 1. Some of the work to be performed involves the performance of tasks in logical sequence. 2. The work will … Continue reading

Posted in Adaptive Case Management, Automated Resource Allocation, Business Process Improvement, Business Process Management, Case Management, Compliance Control, Data Interoperability, FOMM, Operations Management, Process Management, Process Mapping, Productivity Improvement | 1 Comment