Articles

The Conscious Corporation: Using Organization Surveys Differently

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There is a new approach to surveying employees that can create the constant and comprehensive feedback an organization needs. Traditionally employee surveys have been large enough that they were done infrequently. They were often part of a major assessment that was comprehensive and cumbersome. No wonder that employees traditionally complain that nothing ever comes of their inputs. In contrast, imagine a survey that is (a) 1-2 minutes long (perhaps 5-12 questions) (b) sent out to targeted samples within the organization (c) once a month or more.

Business Decision Management in 2009

Author(s):

Larry Goldberg

Managing Partner, Knowledge Partners International LLP

Happy New Year. I think.

2009 opens with the most ominous, and the most hopeful of portents. With the global economy in its deepest dive since the great depression we are holding our collective breath in the hope that the government can steer us away from a calamity such as was experienced in that terrible era. At the same time we welcome an historic new U.S. President, and wish him (and us) success, whatever our political stripe.

SOA Governance Part I – Getting Started

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

One of the key selling points of adopting an SOA approach to system design is flexibility and adaptability; i.e., reduced future cost and faster time to market. The biggest flaw in this argument is that it is not SOA as a design approach that returns these benefits but rather a properly designed and effectively managed SOA Governance process that makes these benefits a reality.

The Business Architect Must See the Forest for the Trees

Author(s):

William Ulrich

President, TSG, Inc.

Participants in business architecture discussion groups and training seminars often ask about the profile of the business architect. This is an important question because enterprises establishing and expanding business architecture efforts are seeking individuals to staff centers of excellence and project teams. What skills should such a person have? What attributes describe the business architect? In my experience, the most important attribute that I look for in a business architect is the ability to see the “forest for the trees”.

Developing an SOA Roadmap

Author(s):

John Moe

Principal Consultant, J Moe Associates

Although SOA is hardly a new concept, very few organisations have yet developed and rolled out a complete Service Oriented Architecture. There are many reasons for this, but I have found that in many cases there has not been a sound foundation built to ensure that the right architecture is used at the right time for the right problems. Also, business cases for SOA have been notoriously difficult to construct and sell to the purse string holders.

Optimize, Then Outsource

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The outsourcing of parts of IT into Cloud has become more then a prognosis, it has become a reality. Moreover, it has become hype, a new ‘big thing’.

The outsourcing of parts of IT into Cloud has become more then a prognosis, it has become a reality. Moreover, it has become hype, a new ‘big thing’. Not many analysts and practitioners, though, have realized that this hype differs dramatically from all others: this one means that all previous hypes, intended to improve and modernize in-house IT have failed.

Closing the Business-IT Gap Once And For All

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

It has been almost impossible to open a business or IT-related magazine for the past decade without seeing an article about the infamous gap between Business and IT and the misfortunes caused by it.

It has been almost impossible to open a business or IT-related magazine for the past decade without seeing an article about the infamous gap between Business and IT and the misfortunes caused by it. So, let us skip the description of these misfortunes and concentrate on the gap itself.

In Memory of Geary A. Rummler – A Giant in the Field of BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Geary A. Rummler.

Successful Six Sigma Deployment

Author(s):

Marvin Wurtzel

Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

The vast majority of Six Sigma proponents agree to the fact that the key to Six Sigma improvement success is the building up of an effective infrastructure. An effective infrastructure is the foundation for the success of the organization in its implementation of Six Sigma. It is also clear that the success of Six Sigma lays on the projects selected and their link to the strategy of their organization and the effectiveness of the value chain processes.

BPMS Watch: BPMN’s Three Levels, Reconsidered

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Several months ago, I got an urgent request from OMG – the organization responsible for BPMN and other BPM standards – to give a short blurb I had written a permanent URL on my website. The blurb was a promotional piece for my BPMessentials training called “Three Levels of Process Modeling with BPMN.” OMG proudly proclaims that BPMN assumes no particular methodology, but the notion of using it at three specific “levels” was just something I made up when I launched my BPMN course, to describe its value to different audiences. Now OMG needed it as a “reference” for their OCEB certifi