Articles

The Systems Viewpoint

The Systems Viewpoint

Author(s):

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

Systems thinking has been around for quite a while; in the 1960’s it was the subject du jour. Very good articles and books were written then bringing cogent ideas from academic study to the rest of the world – two of my favorite books were C. West Churchman’s The System’s Approach and The Design of Inquiring Systems.  But times change, and there is good reason to look again at the systems approach.

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Why you Need BPM and SOA

Why you Need BPM and SOA

Author(s):

Principal Consultant, J Moe Associates

A few years ago there was fairly clear blue water between BPM and SOA in the minds of both users and vendors.  Each camp promoted significant benefits from their offerings and, although there was a recognised touch point between the two, each was happy to exist with or without the other.

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From BPM to Management By Process

From BPM to Management By Process

Author(s):

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

In one of my first courses about Business Process Management, the chairman, an expert in Total Quality Management, was making a major difference between Process Management and Management by Process.

For me it was just a question words. Some years after, making a return on experience from my first BPM initiative, I really understood this difference when I discovered the remedy had been worst than the disease.

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Relating Enterprise Strategy to Business Outcomes

Relating Enterprise Strategy to Business Outcomes

Author(s):

Senior Principal, MITRE Corporation

I was both privileged and pleased to have the opportunity to present a keynote address at the BrainStorm DC Conference in Washington DC last summer, where my presentation focused on the subject of relating enterprise strategy to business outcomes. By way of reintroducing the topic, I prepared a brief summary of that presentation for publication in the January 2009 edition of the Government Bulletin.

 

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Surviving and Growing During an Economic Downturn

Surviving and Growing During an Economic Downturn

Author(s):

Senior Decision Architect, Knowledge Partners International LLP

Introduction

We are barraged by the images of our sliding economy on a daily basis. The news media is spreading fear, agony, and despair. Many companies are reacting by deeply cutting staff, reducing services, decreasing quality and squelching morale. Everyone is told that they are simply going to have to do more with less (work harder or lose your job).

Then there are companies that see this downturn as an opportunity to strengthen their company and emerge from the other side stronger than their competition.

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Four Pillars for Business Process Automation

Four Pillars for Business Process Automation

Author(s):

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

“If we want to enter in an automated processes schema, the principle problem that we must resolve is the modeling of the current and proposed context.  Based on my experience in process automation I can say that there exists a high-priority necessity for the correct evaluation of the current activites of the process one wishes to automate in order to assure the successful future implementation of the automation of the said process, based on four fundamental factors: maturity, process definition, organizational culture, and managerial drive.”

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How Do You Address Really Big Challenges?

How Do You Address Really Big Challenges?

Author(s):

Chief Story Teller, TopSigma

Big Challenges

Suppose you were in charge of distributing $700 billion to financial institutions that have failed, how would you do it? Suppose you were put in charge of fixing the world economy, how would you do that? Suppose you were in charge of eradicating cancer, how would you do that? I submit that the foundational principles of Business Architecture can be used to address such challenges.

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The Process Practitioner: An Independent Evaluation of Lombardi’s Blueprint

The Process Practitioner: An Independent Evaluation of Lombardi’s Blueprint

Author(s):

Consultant, The Process Geek

Companies are right to be cautious about employing software to solve process problems. Automating a broken process simply serves to make it more efficiently broken. However, documenting processes is the first – and in my opinion, the most important – step in the improvement cycle. When Lombardi recently offered to demonstrate Blueprint, their web-based documentation and collaboration product, I approached the demonstration as a business professional with processes that need improvement, rather than an IT analyst or industry expert. Criteria for evaluation were ease of us

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How to Select the Right Tools for your BPM Initiative

How to Select the Right Tools for your BPM Initiative

Author(s):

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

So you finally sold the value of your BPM initiative to your company’s executives. Now it is time to deliver. Selecting the right tools is a critical step to help you succeed. This may not sound that difficult but if the proper amount of effort is not directed toward this decision point, you could find yourself spending more time with your vendor than with your business partners.

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BPM Implementation – An Application Reduction Strategy

BPM Implementation – An Application Reduction Strategy

Author(s):

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

Many companies today are looking to reduce the number of installed/supported applications as a way to save money and reduce complexity. Money is saved via reduced licensing, support and integration costs. However, many do not have a clear execution strategy, even while investing in application portfolio management solutions to get a better understanding of the application portfolio and tracking existing applications.

One obvious route to application reduction is standardizing on a single application globally if possible and if not, to a single application in a given region.

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