Articles

Utilizing Metrics for Enhanced Execution

Author(s):

BPMInstitute.org
Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Execution, simply put, is the efficient and timely delivery of planned results.  It is always vital in business but never more than in this current economic environment.

Many an organization will “talk” the execution game but they fall far short on the “walk” side of the equation.  It’s almost as if it’s an alien concept.  I believe the primary reason is that the execution is based upon pure energy – action that is deliberate, focused and consistent.  And, unlike planning, execution does not occur in a controlled environment but instead in the real world where events are c

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Formal Definition of the Process to be Automated (Second Pillar)

Author(s):

BPMInstitute.org
Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

“If we want to enter into a scheme of automated process implementation, it is necessary to consider at least the formal definition of the activities, actors, the output and input documents for each activity, the integration levels, the routing rules, etc. of the process to be automated. Formal definition refers to the elaboration of basic documentation for the initial phase of process automation according to the chosen methodology.

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BDM, Governance, and a Center of Excellence

BDM, Governance, and a Center of Excellence

Author(s):

Managing Director, Business Decision Management, Allegiance Advisory Group

As we continue to find more powerful tools and approaches available to us in our efforts to employ Business Decision Management, one last roadblock remains on our quest for agility. Ourselves. We already know effective BDM will be facilitated by a new kind of resource – a hybrid business/technical person that knows the business well and is able to codify that knowledge in a structured fashion. But the organization itself must enable – not inhibit – the collaboration we seek.

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Bringing BPM and SOA Together for Maximum Business Value

Bringing BPM and SOA Together for Maximum Business Value

Author(s):

Research Director, MWD Advisors

The combination of Business Process Management (BPM) and Service-Oriented Architecture (SOA) has been the subject of a great many magazine column inches and conversations in the past couple of years. Most commonly, the relationship is seen primarily as one of technical complements – where BPM is seen as a way to make it easier to create composite applications from services, and SOA is seen as a way to make it easier to integrate automated processes with existing applications, systems and data sources.

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Process-oriented Systems Paradigm for the Process Age

Process-oriented Systems Paradigm for the Process Age

Author(s):

BPMInstitute.org
Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.

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In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.

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BPMS Watch: Engaging the Business in BPM

BPMS Watch: Engaging the Business in BPM

Author(s):

BPMInstitute.org
Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

As BPM begins to expand beyond isolated projects to mainstream programs at the division or enterprise level, there is a need to engage a far greater number of business people in the effort. That’s not easy, and achieving it is going to require significant change in the way BPM is practiced.

The most important role for business is probably documenting current-state business processes and analyzing them for possible improvement. But conventional practices in this area are inefficient and inherently small-scale.

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The Role of the Business Architect in Organizational Change Management

The Role of the Business Architect in Organizational Change Management

Author(s):

Business Architect Executive, Independent Consultant

As a Business Architect, I look at the business with the same eye for structure that I had when I worked in IT. So the first time a client asked me to develop a formal Organizational Change Management program for them, my thought was “What does a Business Architect know about organizational change management?” Not being one to back away from a challenge, I immediately set out to answer my own question.

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Process Management Center of Excellence: Three Different Managerial Models

Process Management Center of Excellence: Three Different Managerial Models

Author(s):

President, TSG, Inc.

1. INTRODUCTION  

Organizations have been searching different ways to improve their process performance. In search of excellence, some changes can be done in their managerial patterns and practices. As stated in my previous article [9], organizations have sought concepts and guidelines towards structuring a process center of excellence – PCE [3][5]. However, there is a need for choose which managerial model will guide the PCE design and implementation. This article presents three different managerial models.

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