With the wide range of available tools on the market today together with the large number of white papers, articles and books on BPM, determining the correct solution for your organization can be daunting. With so much emphasis on the effectiveness of BPM tools for improving productivity, streamlining the value chain and gaining competitive edge, it’s easy to get caught up in all the hype and end up with a much more sophisticated and expensive solution than the business really needs.
One of the most successful innovations of the BPMS vendors to date has been incorporation of process modeling within the suite. Process modeling used to be a standalone business activity, requiring expensive proprietary tools that gave little thought to any automated IT implementation.
At the moment most of the SOA software configuration management discussion is dominated by service version control issues and the use of service registries to capture change management data.
The first time I heard the phrase business process reengineering was over ten years ago, and I was a system analyst working with a utility industry software vendor. A California locality had purchased our product to address Y2K issues, and automate all the city services. When I arrived at my client, I found that some of the city services were automated, some were not, and I had to determine a way to fit the manual approach into the system.
I found myself wearing multiple hats, and using my journalism training, which enabled me to research and identify the right people, determine a method of relating while building trust, and eliciting the necessary information to define the current and eventual future state of the processes and impacts to workflow with the new system.
Many companies which have begun applying lean or agile practices in their work place are now finding they need to reconsider who they hire to fill the more collaborative and facilitative roles required by those methodologies. Unfortunately, most companies believe they can magically transform their firm into a highly productive and enjoyable place to work by asking traditionally trained managers to simply apply a few new practices like value mapping, iterative development and an intense focus on quality.
Some time ago during a discussion on ITtoolbox.com, I theorized about BPMS Cloud as the last, ultimate step, providing the final means to transition to a post-IT era.
SOA governance is crucial to building, managing, and maintaining a successful SOA implementation – indeed, without governance, well-intended SOA pilot projects spiral into chaos when they go operational. We have all seen it before – an organization spends a lot of money developing services, and they prematurely declare success when everything works well in the lab.
My very first BPMS Watch column, over three years ago, was titled “Without a BPMS, It’s Not Really BPM.” And to a large degree I still believe that, although today I would probably tone it down to something like “without a BPMS, you can’t realize all the benefits of BPM.” That view is certainly less radical now than it was in 2005, as both developers and developer-oriented tool vendors have increasingly embraced the BPM Suite idea.
With the emergence and maturing of a vast array of corporate-strength intranets, extranets, portals, and Web 2.0 with its multitude of supporting real-time and asynchronous communications tools, there would appear to be a huge potential for technology to bring real gains to team productivity. This would seem to be particularly true for those teams that are physically distributed or that are highly mobile. Few people would dispute the potential benefits of effective real-time communication tools or of shared and secure workspaces.
Whether they realize it or not, the only thing Enterprises do is run Business Processes (BP). However, how effectively and efficiently they do this depends on the state of an Enterprises’ Architecture and the state of mind of the companies’ leaders.
Most Enterprises still have their processes formulated by Business Analysts (BA) as textual requirements. Then these requirements go to the IT side, where digital simulations of them are designed. These simulations are supposed to behave as the original processes were intended to.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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