There is some strong resistance against reporting in process management. Not all of it is unfounded.
Reporting has a special meaning within process management. While there are always some records being kept of processes and their instances, reports are usually being sent to someone and they are either automated or done by people, mostly in writing. Reporting is usually done regularly, e.g. on a daily, weekly or monthly basis. Related articles: […]
Automated reporting has some importance in agile process management, but it tends to be rather overrated. While it is always good to aggregate important data into some kind of automated report, real intel has to be gathered by people. Human reporting is generally better and broader in scope, and as a result it has greater […]
A process report represents an optional, but often very important output from a given business process. While there are always some records being kept of processes and their instances, reports are usually being sent to someone. They can be either automated or assessed by people. Perhaps the most common report of this kind is an […]
A process design is either an activity leading to a comprehensive process, or the description of that very process. Such a description can have almost countless forms, including rather unique ones, but the most common are process diagrams and checklists. Related articles: Best Reporting Practices in Agile Process Management The Case for Simple Process Management […]