Articles

BPMS Watch: Make Way for BPM 2.0

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Two or three years ago, when I began speaking at BrainStorm BPM conferences, I coined the term “BPM 2.0” to refer to new tools that allowed “process without programming.” That technology, featuring integration adapters that could introspect enterprise information systems and turn them magically into “services” ready for orchestration in a business process, was the beginning of the convergence of SOA and BPM. Looking back now, however, I think a better term might have been BPM 1.1, or “integration without programming.” Today it’s safe to say that not everyone i

Getting Started: How to Increase the Odds of Initial Success

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements.

Case Study: Improve Business Performance with BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.

Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.

Business Process Management: Why Do You Model?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The first question most executives ask when I explain how we organize an improvement project is along the lines of “can we skip the process modeling?” They either believe all the processes have already been modeled or they know their employees are saturated from all the modeling or other consulting efforts. The reality is that I rarely find off the shelf materials (process and metrics models) that I can use without significant rework. In this article I want to make a case to model less, not more. Let’s start with why you model.

Modeling for the purpose of modeling.

Composite Process Solutions vs. Application Suites

Author(s):

Janelle Hill

VP & Distinguished Analyst, BPM Research, Gartner Inc.

For years, the pendulum has swung in favor of buying rather than building applications. However, business and technology triggers have shifted executives' focus from functional efficiency to business process adaptability. As the major suite vendors retool and refactor...

BPM Features Important to a Process Owner

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Are you a Process Manager/Operations Manager? Are you looking for BPM software that lets you depict your process visually and also allows you to modify the process in real time without any coding effort? To take full control and ownership of your business process look for this list of features from your BPM software.

Process Modeler

SOA Needs BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The increasing success and ease of global competition places unprecedented pressures on enterprise revenues and profitability. The result is that enterprises are trying to do multiple things at once. Business units are told to be flexible and deliver new services quickly but at the same time to lower operational costs. Enterprises have mandates to continuously change and improve their processes, yet are also need to reuse existing business automation.

Mining Rules From Code: Plan It Well

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In a past BR Bulletin, the article “Business Rule Mining: Reasonable or Lunacy” presented how to determine if business rule mining would help your project. Each organization is faced with numerous legacy applications that have become “black boxes.” Business rule mining is a systematic approach of extracting essential intellectual business content (business rules) from packaged or legacy software, recasting them in natural language, and storing them in a source rule repository for further analysis or forward engineering.

Five Principles For BPMS Methodologies

Author(s):

Dr. Setrag Khoshafian

Principal and Chief Scientist, Khosh Consulting

These are exciting times. Business Process Management Suites (BPMSs) are becoming increasingly mature, and we are witnessing the emergence of the BPMS Center of Excellence (CE) in a number of large Fortune 1000 organizations. These are also challenging times. We are bombarded with confusing messages when it comes to the methodologies, tools, and overall culture that need to be developed within an organization to realize the full potential of the BPMS CE.

The Future of BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Business Process Management offers the ability to improve business processes significantly..

The same technology that supports BPM also can be used to implement composite applications and service-oriented architecture. Vollmer explores these additional capabilities and shows how they are changing the business landscape.