Articles

Distributed Architecture of Enterprise Information Systems

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

According to AIIM & Accenture Surveys report – in the next few years’ volume of information produced by our civilization will be doubled. Report also points, that arrangement will be split into 20% of structured data and 80% of unstructured data. Following this analysis, Gartner (Feb 2008) points that “By 2009 ECMs will become the focal point for empowered managers, enabling proactive or reactive responses to opportunity and threat scenarios”.

Which is Best for Us? Top Down, Bottoms Up, or Middle Out

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

This article is the second article in this series. These two articles look at organizational culture and three strategies to become a more process oriented organization.

Process maturity assessment has become popular in the last few years, as companies want to understand their current level of maturity and what it entails to get to the next level. But once you assess where you are on a process maturity scale, what kind of approach is best for your organization – top-down, middle-out, or bottoms-up? How would you know, what steps should you take, and what challenges might you anticipate?

When Should You Automate a Business Decision?

Author(s):

Vijay Pandiarajan

Product Marketing Manager, IBM

Automated business decision-making provides a significant competitive advantage for companies today because, generally speaking, the faster you can decide on the right response to an opportunity or risk, and consistently act on it, the better the business outcome will probably be. By automating key operational decisions, those day-to-day, repeatable decisions that run the business — like what loan application to approve or reject, what product to offer a new customer, when to trigger an agent to call back a client to assist, when to re-route cargo, etc.

Change Management – What is it and Why it Matters?

Author(s):

Izabela Waglay

President, EELI Group Inc.

When introducing anything new in our individual life, in an organization or society at large, we intuitively recognize that that introduction of change must be managed or we will not achieve what we have set out to do. Same applies when we introduce new technology including BPM automation. Very often we establish a change management team. We go through the mechanics of managing change. Why then the implementation of new technology such as BPM often does not deliver the expected benefits? Why the adoption and internalization of the change is sl

Business Analysis Certificate Program Features The Decision Model

Author(s):

Barbara von Halle

Managing Partner & Founder, Knowledge Partners International LLP

REI (Recreational Equipment Inc.) is a member owned co-op, selling outdoor recreation & sporting goods, and clothes via some 125 retail stores in about 30 states, catalogs, and the Internet. Charles specializes in requirements facilitation workshops, root cause analysis, detailed functional specifications, data analysis, strategic planning and business case dev

Management Structure for Process Success

Author(s):

Pat Dowdle

Process Strategist, Process Strategy Group

One of the end goals of any process-based effort (BPM, LSS, CPI, PBM, etc) should be instilling process thinking throughout the organization – But how do you do it? A key to developing a process-based organization is identifying and implementing a management structure that promotes and supports your process efforts.

Terminology Wars: Coming to Terms with our Terms

Author(s):

Diana Krohn

Sr. Enterprise Architect, United Airlines

Where Did We Go Wrong? Business Architecture initiatives can be quickly derailed by a failure to align on vocabulary. A seemingly minor verbiage problem can hinder adoption, cause confusion, and alienate your audience. Let’s examine the role of terminology, the current state of business architecture terminology, and how to prevent terminology from impeding your initiatives.

Business Use Case Model Highlights Business Architecture Value

Author(s):

Drew Guitarte

Enterprise Business Architect, Wells Fargo & Company

A less known but highly essential artifact of business architecture is the business use case model.

A business use case (hereafter referred to as BUC) model is the higher abstraction of the system use case model (or simply, the UC model). In a BUC, business actors with specific business goals interact with other business actors. The BUC is primarily an external view of the business model or area of interest. A system use case diagram, on the other hand, illustrates the domain from an internal point of view.

Process Excellence Success: More Art than Science

Author(s):

Andrew Spanyi

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

Process excellence is becoming an umbrella phrase to describe the set of improvement methods such as Lean, Six Sigma, Lean Six Sigma, Business Process Reengineering, and technology driven BPM with the objective of improving operational performance. There has been a great deal of attention dedicated to the science of deploying each of these various improvement methods. Indeed, these methods of improvement have become increasingly codified and even commoditized. Much less attention has been focused on the art of succeeding with process excellence.

Business Architecture and the End of Linear Thinking

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

One basic tenet of the Business Architecture (BA) is that it represents the enterprise wide integration of all business processes resulting in the Business Architecture model itself. Perhaps some business and IT professionals place more emphasis on the strategic BPM initiatives, but eventually; all business processes are integrated in the BA. In many cases, the strategic BPM initiatives represent key end-to-end processes or value steams; the building blocks of the enterprise. These building blocks, in a metaphorical sense, are similar to a bill of materials (BOM) fo

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BPMInstitute.org

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