For the past five or six years I've been evangelising about moving from a Process Improvement culture to one of Process Management. I've written about it in these blogs, I've spoken about it at conferences, and I've tried to encourage and promote the adoption of the concepts and principles in the workplace. I generally find my arguments are well accepted:Process Improvement activities tend to be short

I've been having some pretty restless nights since I came back from Switzerland and last night was no exception. I woke up at 04:45 clutching at some snippets of a rather bizarre dream, but sadly wasn't conscious enough to jot them down. The gist of it was that I was in a war zone with some close friends from both work and personal life and I was questioning some of the decisions that were being taken,

If you take the time to read any of the standards, frameworks, models or manifestos associated with organisational maturity such as CMMI, Lean Software Development, ISO 9000, or Agile it won’t take you long to find a reference to Continuous Improvement. This is the “Holy Grail” of process improvement and the quest for organizational excellence and maturity, where the business finally reaches