Process management, a discipline that emerged in the 1970s and 1980s, sought to bring the principles and techniques from science, engineering, and manufacturing to the realm of knowledge work. The core idea is to map out all productive activities in meticulous detail, enabling the analysis and improvement of each step in the process and their interactions. Despite the clear appeal, and billions flowing to consultancies that promise help with implementing it, process management has struggled to gain widespread adoption. Many contemporary organisations either fail to adopt it completely or apply it in a manner so superficial and abstract that it becomes meaningless.
Thanks for sharing 'long lost' information and bringing it into a modern context. Reminds me of the book Algorithms to Live by, including how to optimize for scheduling problems and the famous Secretary problem.