BPMInstitute.org

Process Management Center of Excellence: Who Does What?

Author(s):

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

1. INTRODUCTION

Organizations have been trying to define who will be accountable for process management tasks[1]. This definition can: improve business performance; balance the power distribution among organization units; and engage important and different internal stakeholders. My previous articles provide guidelines on how to design the process center of excellence – PCE [3] [5]. This article provides guidance to support the decision on which organization unit can be responsible for the activities in the process management value chain.

Passing the Torch

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In First Things First, I made a case for partitioning the front end of the development process into a concept planning phase and a detail design phase. In effect, this separates the “what” from the “how” in the process of creating and giving form to an idea.

The value of this is multifold:

Managerial drive for BPM Automation (Pillar Four)

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“The management drive is the support and commitment of a company’s senior management, at the time to think and take the first and last step in a BPM tool process automation. This is the fourth pillar of importance for macro phases: process modelling, process construction testing, adjustments and/or changes to business rules.

Organizational Culture to BPM Automation (Pillar Three)

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“The culture of paper in a business today is still considered important, as a means of support and evidence of any activity carried out within an established process. The change into a culture oriented to the use of information technology is mainly based on the commitment of the end user to live in an environment of automated activities and operational activities within the process where paper is used mainly in necessary control processes.

Instituting Change

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

This article may seem at times like a rant. It’s not meant to be. It just deals with the frustration that all of us who innovate in the development of planning processes feel when the most rational, carefully-planned, sure-fire, absolutely-self-evident advanced planning methods fail to stick in an organization!

Can SharePoint 2007 be my Enterprise Business Process Management (BPM) Solution?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

SharePoint 2007 provides a basic set of business process management (BPM) functionality. Many IT shops and business users who have SharePoint 2007 running in their environment may be wondering what BPM capabilities SharePoint 2007 does have, and how it stacks up to traditional packages that promote themselves as complete BPM solutions.

Most Enterprise BPM solutions are comprised of the following high level components:

Business Rules in the Process Age

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In a previous article “Integrated Business Management in the Process Age”, I discussed the dawn of the process age which follows on the Information age. In that article I stated that an organisation’s maturity in the Process Age can be plotted against its ability to utilise and manage the five basic capabilities for high performance: People, Guidance, Processes, Information and Resources.

Business Architecture Community Webcast: Advancing BA in 2010

Speaker(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Join us for this LIVE webcast to share your opinion on our 2010 editorial calendar, find out how to contribute to the Business Architecture Body of Knowledge and learn about the new benefits you have through BusinessArchitectureInstitute.org.

This webcast includes:

Discuss the needs of the business architecture community and establish goals and objectives for the 2010 editorial calendar on BusinessArchitectureInstitute.org

Gain an understanding of the enhanced capabilities that the Business Architecture Community will receive through our partnership withBusinessArchitectureIn

Join us for this LIVE webcast to share your opinion on our 2010 editorial calendar, find out how to contribute to the Business Architecture Body of Knowledge and learn about the new benefits you have through BusinessArchitectureInstitute.org.

This webcast includes:

Maturity & Business Architecture

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Background “Maturity” is a term that has become more and more prominent in business since the 1980s, when the United States Air Force funded a study at the Carnegie-Mellon Software Engineering Institute to create a model for the military to use as an objective evaluation of software subcontractors.

The Watermelon Box

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“Innovation” does not always mean “new technology”

There’s almost nothing better on a hot summer day, especially at a picnic, than a nice, cold, juicy watermelon. The problem with watermelons, however, is that they are big, oblong objects that usually don’t fit in the fridge and often take up the whole ice chest (occasionally, you can find a smaller, volleyball-shaped melon, but even those take up a bunch of space).