Articles

Leaning Your Organization – Does that Mean Cutting Jobs?

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

Lean is not about cutting jobs to the bone. Rather it is about getting your operation “svelte and fit”, doing more with less, being in the ‘flow’ zone and delivering what the customer values.

Lean is a term coined by James Womack and Daniel Jones in their book Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Lean is the term they gave to the principles they observed at Toyota. These principles enabled employees to eliminate wastes, minimize variation through standardization, and increase value in the eyes of the customer.

Decisions and Complex Event Processing

Author(s):

Claye Greene

Managing Director, Technology Blue, Inc.

Complex event processing (CEP) continually evolves as a technology to help organizations react to various business conditions such as threats and market opportunities. CEP technologies excel at taking raw, voluminous amounts of event data, accumulating it, correlating it and aggregating it in forms that facilitate critical decision-making.

Business Architect, Process Architect, Enterprise Technology Architect

Author(s):

Daniel Morris

Managing Principle, Wendan Consulting

What is going on?

The business transformation industry is growing and starting to stratify. Many corporate managers have now recognized the enormity of what must be dealt with and are starting to look at grouping practitioners by specialized skills and capabilities.

It’s Time: Ditch your Business Rules

Author(s):

Larry Goldberg

Managing Partner, Knowledge Partners International LLP

Larry was at the headquarters of one of the largest industrial organizations in the U.S. and his task, on behalf of a business rules technology vendor, was to understand why this client had decided to replace his client’s technology with a package. The decision could not have been taken lightly – this was a custom built order processing system, a huge system by any measure. It had been built but ten years previously at a cost that ran into eight figures. By the vendor’s count it contained over 20,000 rules.

Achieving Organization Agility Using Decision Management

Author(s):

James Taylor

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

In today’s marketplace it is imperative that companies are creative about how they manage and evolve their business processes. Achieving agility is a critical organization driver for organizations eager to reduce time to market, foster innovation, and tackle complexity. Business rules help automate the decisions essential to the organization’s business processes – reducing manual steps, delays, and opportunities for errors. Decision management is the business discipline that best leverages business rules and puts analytics and optimization to work in every transaction.

Systems Engineering for the Process Age – Creating systems to adapt to agile business

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In the previous article “Process-oriented Systems Paradigm for the Process Age”, I discussed the concepts that will shape process-oriented systems in the Process Age. In this article I will discuss how these concepts influence the development of systems. Some of the terms used here have been described in the previous article.

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Enterprise Change Equations

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

1. Approaches to ECE.

The change of such a complex system as Enterprise has to be considered at least from three perspectives:

The philosophical equation of inevitable change.

The business equation of embracing vs. ignoring change
The human equation of Enterprise change success.

Three Continuing Barriers to Cloud Application Development

Author(s):

George Barlow

Faculty Member BPMInstitute.org, Founder/CEO of Stratiza, Stratiza

In talking with customers and prospects over the last few months, three themes that seem to be barriers to Cloud application development have repeatedly emerged. The first is that of Cloud security, the second Cloud performance and the third Cloud technology requirements.

Guerrilla SOA

Author(s):

John Moe

Principal Consultant, J Moe Associates

About 15 years ago I came across ‘The Guerrilla Marketing Handbook’ by Jay Conrad Levinson. The concept was to create branding and lead generation through unconventional and small scale activities and events that could have as much impact as a large seven figure advertising campaign. Unfortunately, a lot of people took this as an excuse to commission irritating and humourless “viral” internet campaigns churned out by clueless marketing agencies. However, the concept of getting maximum results from minimum resources has stuck with me.

The Business Process Management DNA, a need for the “big picture”

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

A DNA carries the biological instructions that define, compose and create unique species. Molecules come together in a unique combination to form a “code” that defines a cell’s characteristics in an organism, and shape what the cell in intended to do. This article is not about genetic engineering, nor is it about medicine. However, it is about trying to lay out the DNA roadmap for what Business Process Management (BPM) should encompass in an organization.