Articles

Improving the Business Operation – A Mixed Job

Author(s):

Daniel Morris

Managing Principle, Wendan Consulting

Business operations and their IT support are built to deliver effective outcomes from a variety of activities. Although, most companies have used focused projects to improve the cost and quality of different parts of the business, many managers believe that operations are not really designed for efficiency. Part of the problem is that over years of efficiency driven piecemeal change in both business and IT areas, the overall processes have often deteriorated and their effectiveness has often become questionable.

Three Secrets to Engaging Business and IT in Business Process Management

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

BPM is unique in offering so much promise while being so generally ignored. Even among companies that actively pursue some level of process improvement, only a few have a process based management structure. At least one reason for our tepid impact is our failure to model an enterprise-wide perspective in the initial launch of process improvement efforts. Gartner Inc. reports that in North America IT leads 42% of the BPM efforts and the Business leads 58% of the efforts.

Process Management Center of Excellence: Who Does What?

Author(s):

BPMInstitute.org

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.

Modeling a Net-Centric Department of Defense (DoD) Enterprise using BPMN 2.0

Author(s):

Sumeet Vij

Assistant Vice President/ Chief Engineer, Alion Science and Technology

If a picture is a worth a thousand words, a standardized model is definitely worth multiple pages of a requirement specification. Business and IT have long used tabular descriptions, flowcharts and other means to capture and describe how their business processes are run, but if a modeling format has to go beyond being just a sketch, it requires a standardized, non-proprietary notation which can be uniformly understood by all.

The Business Architecture (BA) Paradigm

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

Interest in Business Architecture (BA) initiatives, case study presentations and training classes are increasing, a sign of a maturing and evolving approach.

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:

The Service Oriented Architecture Enterprise Architecture Framework (SOA~EAF)

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Enterprise Architecture as a practice has been around for some time now. Many companies have reached a level of sophistication and maturity within their EA practices. They are well established with EA policies and governance institutionalized throughout the company.

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.

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4 Keys to Unlocking Operational Performance

Author(s):

Claye Greene

Managing Director, Technology Blue, Inc.

Operational performance has become widely accepted as a critical success factor for companies across many industries. It is best described as the level at which all business units in an organization work together to achieve core business goals.

There are understandably many articles and texts dedicated to operational performance management. Many companies have created departments and job functions focused on translating the value of business assets into higher performance. However for those who are just beginning the journey there are undoubtedly more questions than answers.

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Business Architecture: Status Quo or Game Changer?

Author(s):

William Ulrich

President, TSG, Inc.

We frequently debate the question of who owns business architecture, but this question hides a more fundamental issue that can dramatically impact the value proposition of business architecture. Motivation and intent will ultimately determine if business architecture is a “game changer” or just another management discipline delivering incremental improvements to the status quo.

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