Keith Harrison-Broninski

• Master of Science
• Founder at Collaboration Tools Ltd

There is little evidence that current BPM deployments deliver significant return on investment (ROI), as most deployments are small-scale and tactical rather than enterprise-scale and strategic. Further, BPM/Service-oriented Architecture (SOA) deployments pose a business risk, as the necessary new management techniques are not yet well understood....

Despite the current fast pace of innovation in Identity Management, new technologies still provide little support for securing the primary occupation of most knowledge workers - collaboration with colleagues, especially those who work for different organizations. If an organization is going to grant access to business-critical resources, it needs t...

Many organizations struggle to improve (and support with technology) critical operational business processes due to poor understanding of the different types of business process. This paper categorizes business process types (and supporting technologies) as follows: • Step-by-step work in which the sequence of steps can be predicted (BPM). • Step-...

Human Interaction Management (HIM) is a holistic theory of human collaborative work that provides management principles and patterns for business processes focused on knowledge work. The Human Interaction Management System (HIMS) is the associated software technology for process design, execution and management. Goal-Oriented Organization Design (G...

Organizations of all types and sizes are investigating the use of techniques and tools to improve the management of dynamic, complex processes. While the introduction of tools for Social BPM and Adaptive Case Management has allowed some progress, there is still an urgent need to support and improve the management of change itself, which covers a hu...

Successful change management is a sine qua non in the Internet Age. However, 70% of organizational change projects fail. This report describes an Agile change engineering method, Goal-Oriented Organization Design (GOOD), that provides a simple, universal way to approach any business change effort from a small-scale departmental project to a major...

There is common consensus that a modern business, if it wishes to stay competitive, must put in place efficient systems for management of its processes. It seems to go almost without saying that the solution lies in computer systems for Business Process Management. After all, re-arrange the words slightly, and the problem becomes the solution. If y...

HUMAN INTERACTION: THE MISSING LINK IN BUSINESS PROCESS MANAGEMENT There's a new breed of competitor on the block. In today’s uncertain global business world, these fierce new competitors are dominating industries by leveraging the universal connectivity of the Internet with a new category of business technology, Business Process Management (BPM)....

Business Process Management (BPM) creates a new layer in IT architecture. Older integration technologies act as middleware (they sit below the applications that they connect) but BPM sits above them. Since a BPM system integrates and organises IT assets from the users' point of view, its basic capabilities should cater naturally for human collabora...

First generation process support for Collaborative Systems, Workflow, does not support open-ended human activities like problem solving and design. The second generation, Business Process Management (BPM), does permit flexibility. But this introduces a new problem: most public processes are not fixed structures of simple atomic messages, but flexib...