Roger Tregear

Roger Tregear

Position: Principal Advisor
Company: TregearBPM

Roger Tregear is Principal Advisor at TregearBPM with 30 years of BPM education and consulting assignments in Australia, Bahrain, Belgium, Jordan, Namibia, Nigeria, Netherlands, Saudi Arabia, South Africa, South Korea, Switzerland, New Zealand, United Arab Emirates, UK, and USA. His working life involves talking, thinking, and writing about effective process-based management. Roger is a columnist at BPTrends and the Business Rules Journal. He has authored or co-authored several books: Practical Process (2013), Establishing the Office of Business Process Management (2011), chapter Business Process Standardization in The International Handbook on BPM (2010, 2015), Questioning BPM? (2016), Reimagining Management (2017), Process Precepts (2017). Roger’s presentations are well received. “Well presented, good material, and engaging topic.” “Great speaker, kept hearing kudos for him during the day.”

Presentation: Stop modelling. Start managing.

The M in BPM is for Management. The intent is to improve organizational performance. Process modeling is important, but only as one part of process management.Drawing on the lessons learned from many projects, this presentation identifies practices we should stop because they handicap process management success. It also provides practical insights into the practices that deliver and sustain process excellence. Actionable answers are provided for FAQs of process-based management.

Designing and rolling out effective, sustainable process-based management is not easy, but it need not be as hard as we often make it.

Business agility is hampered by process practices we must stop doing. They’re not needed. They don’t help. They waste time. They annoy people. They distract you from what is important.

Learning objectives:
1. The proper purpose of process modeling
2. 11 process practices we should stop and how to achieve that
3. 9 process practices we should encourage and how that can be done
4. The achievable impact of effective process-based management
5. Actionable answers to the common FAQs of process-based management
6. The most important question of process-based management

BABOK V3 Alignment: Chapter 3: Business Analysis Planning and Monitoring, Chapter 6: Strategy Analysis, Chapter 9: Underlying Competencies, Chapter 10: Techniques