Technology has produced many wonderful and useful things and has changed the way we work and play. It has also produced a good many solutions for problems that nobody thinks are important. Or, the technology based solution to the problem has a greater cost than the value that would be realized from the solution.
The term outsourcing is developing a whole new concept with the recognition that through scale opportunity service providers can not only provide more efficient processing but can also deliver high value adding based services directly to the customer.
However, the outsourcing of high value business processes can be quite complex and requires serious preparation before a decision can takes place to release responsibility to a third party.
The key questions facing the organisation are:
Your kickoff meeting is scheduled and you have carefully put together your change management communication strategy and plan. You have spoken to the CEO and he is happy to speak at the kickoff and has given you his commitment to provide ongoing support. You have been diligent, meeting with him several times to go over the key points that you would like included in his messages. You have even begun to have informal discussions on the CM strategy and plan with key impacted stakeholders, and are gaining their support. This all sounds great doesn’t it? So why are you, getting resistance from your mid-level managers every time you speak with them?
In my last article, I talked about selecting a BPM tool while keeping in mind both the short and long term needs of an organization’s process needs. But as we are all aware, whether we acknowledge it or not, tactical views and immediate implementation needs take priority over strategic needs. People tend to overlook long term process needs while focusing on only the immediate process automation needs. Moreover, while focusing on tactical needs, organizations tend to overlook areas such as process ownership and governance, roles and responsibilities, Service levels, and standards that should be associated with any process initiatives. More importantly these need to be thought through prior to embarking on the BPM journey. A BPM Center of Excellence (COE) can help with all of these areas.
A SOA implementation roadmap can be long and the SOA infrastructure, like “plumbing”, can be hidden from the end user during construction. During our SOA implementation, we used an “Early SOA” approach, where we connected a “faucet” to the SOA infrastructure and helped users “tap into” the value of the SOA infrastructure being built. Most Enterprises have Data and Processes with location attributes. We leveraged the SOA Infrastructure to transform Enterprise Data and Processes into an Open Geo Visualization Standard like KML[1] or GML[2].
When the idea of BPM as we understand it today first began to gain currency (when Smith and Fingar published their book “Business Process Management: The Third Wave” in 2003), the distinction that was clearly made between BPM and its predecessor, Business Process Reengineering, was that BPM explicitly recognises that business processes change over time, and seeks to help organisations enable and drive continuous change through the lifecycles of processes.
In a continuing series evaluating the tools used by Business Process practioners, this article looks at Ascentn’s AgilePoint. Criteria for evaluation are ease of use, a short learning curve, and good collaboration features.
AgilePoint is a full-featured BPM suite. Ascentn distinguishes their market as one of “people and culture, not technology.” After looking into their products, I understand this to mean their focus is on the process practitioner.
Several years ago I was asked to be part of a panel discussing business process and business rules at one of the BrainStorm conference stops. The panel included James Taylor – noted thought leader and the man who coined the term “Enterprise Decision Management”. I had had the pleasure of talking with James on several occasions prior to this panel but found myself doing a double-take when he said “the dirty secret is that business analysts don’t really care about the rules”. Blasphemy! Isn’t that why we’re all here? Isn’t that what we do?
Recently I described the role of the Business Architect in developing a formal Organizational Change Management program. As a result, I had an interesting conversation with a CIO. This CIO had a good understanding of and appreciation for business architecture.
This is the inaugural year for the BusinessArchitectureInstitute.org with its recent launch this past spring. The growth of interest and the demands for information surrounding Business Architecture (BA) have increased significantly over the past few years. BrainStorm BA conference attendees and BA training class students have benefited from seeing a new approach emerge for the enterprise. Hopefully, the reader has participated in one of this year’s BrainStorm events and learned of the many opportunities associated with the Business Architecture.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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