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, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b transactions. (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.

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

Managing Source Code using Kbases


After years of looking for better and better ways and means of managing source code, we turned to one of our own software suites, a graphic free-form-search Knowledgebase, to manage O-O code that is used across ten commercial software products … Continue reading

Posted in Database Technology, Software Source Control | Leave a comment

Steering the ship – the new business management reality


Increased global competition has more corporations chasing after the same opportunities. The impact on strategic planning has been a reduction from 5-year planning cycles, with annual reviews, to 18 month cycles, with quarterly reviews. The playing field has changed in … Continue reading

Posted in Competitive Advantage, Decision Making, FOMM, Risk Analysis, Strategic Planning | Leave a comment

What you don’t know will hurt you


Donald Rumsfeld did us a big favor by describing three categories of knowledge. “There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we … Continue reading

Posted in Decision Making, Knowledge Bases

Where are the ‘Easy’ buttons in BPM?


If you are looking for success with BPM, there are, by my count, 19 hurdles. Different consultants use different approaches, their approaches are effective within some customer cultures/not so effective in others, the tools used by the consultant and the … Continue reading

Posted in Business Process Improvement, Business Process Management, Case Management, Customer Experience Management | Tagged | 1 Comment

Mini-firestorm at BPM.COM


The question of the week at BPM.com was http://bpm.com/bpm-today/in-the-forum/what-is-the-best-way-to-build-an-executable-process-model What Is the Best Way to Build an Executable Process Model? From a comment E. Scott Menter made on this discussion where he wrote: “Flowcharts (including IMHO BPMN) are simply not … Continue reading

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Competitive Advantage, Customer Centricity, Customer Experience Management, Process Management, Process Mapping, R.A.L.B. | Tagged | Leave a comment

CEM and BPM, In The Sandbox


The no one disputes the potential of CEM (Customer Experience Management) for attracting and retaining customers and for administrative cost reduction in the area of goods and services delivery. Since BPM has a similar focus (i.e.  delighting customers) the question … Continue reading

Posted in Business Process Management, Case Management, Customer Centricity, Customer Experience Management | Tagged , | Leave a comment

Big Data and Competitive Advantage


The link between big data and corporate competitive advantage Success in business is all about building, sustaining and augmenting competitive advantage. Given comparable infrastructure (Capital, Access to Capital, Land, Equipment, Tools, Premises, Staff, Intellectual Property/Knowhow, Current Products/Services, Products / Services … Continue reading

Posted in Case Management, FOMM, Operational Planning, Risk Analysis, Strategic Planning | 2 Comments

Is it time to rename “Business Process Management” to “Business Performance Management”?


One of the commenters at a BPM.com “Are Processes Key to Scalability?” discussion asked the question: “What do we call ‘process’ so the high growth CEO will see it as important?” Here is my response: “ Agree with the need … Continue reading

Posted in Adaptive Case Management, Business Process Management, Case Management | Tagged | 1 Comment

Theories of the Firm – Expanding RBV using 3D free-form search Kbases


RBV (Resource-Based View) is a strategy development theory whose roots go back to the 1980s/1990s with antecedents going back to 1959 “Penrose, E. T. (1959). The Theory of the Growth of the Firm. New York: John Wiley”. RBV makes the … Continue reading

Posted in Decision Making, Enterprise Content Management, Knowledge Bases | 1 Comment