The services sector of business is different than the industrial manufacturing models that have been the primary references for the last century or so. Treating services businesses as if they were just a version of a manufacturer - just substituting the word “service”...
Here are some news headlines that the governor of any state would like to trumpet: The state has slashed its wireless telephone costs by 25 percent. A new purchasing process has saved the state $62,000 in the acquisition of public-safety and police vehicles....
BrainStorm’s latest Business Architecture conference in Chicago has come and gone, and while mid-April snowstorms like the one that struck the conference are fortunately few and far between, unfortunately a constant chorus that was heard from presenter after presenter was not; to wit: business architecture is facing a crippling communications problem.
Recently, Don Estes and I were working on responding to a government solicitation for the replacement of a fairly large, 30 + year old legacy system. The request for proposal (RFP) was quite well done including a comprehensive list of requirements. The majority of these requirements were expressed as business process and data models with almost 1,000 supplementary text based requirements included. In addition, the RFP referenced the need to manage thousands of business rules – but the actual rules were not provided. Our design for the new system clearly required t
The BRIC countries (Brazil, Russia, India, and China) represent the fastest growing markets in the world. But consumers there are the “unserved” today as they simply don’t have the income to afford Western goods and service. So, who will serve them and tap this huge market? While others keep their focus on U.S. and other affluent Western markets, innovators from the BRIC countries themselves are flying under the radar, not just to imitate, but to innovate to reach the billions of unserved and underserved.
Janet LePage is a founding member of the TELUS Quickwins Team, which manages technological change for this $8 Billion Data, IP and wireless service provider. She has also worked for IBM and Business Objects where she held progressively senior IT positions.
LePage has been dealing with large-scale change at TELUS for the past several years. In order to manage this growth, TELUS had to redefine how to work with the introduction of new technology.
In my previous article, “The Design phase”, I discussed the concept of designing the change from the current way the process operates to the improved way with very few constraints. Does this mean that you can do without rigorous deployment planning? No, but you need to separate the discussions: First focus on what needs to be done. What type of changes need to be made, what type of skills do I need on my projects to make those changes, and what changes are dependent on each other: understand the possibilities.
In most organizations no one oversees the performance and improvement of cross-departmental processes. Management books often assign the title “process owner” to this role. However, “owner” implies authority, which is usually missing in organizations that include this position. “Process advisor” or “process consultant” are more accurate, in that they reflect this reality. Usually, authority pertains to resources, staffing, and prioritizing projects.
The process advisor or consultant’s role is to monitor the performance of a process and continually improve it.
Founded in 1935 by pioneers in the credit union movement, the CUNA Mutual Group is a leading provider of services to credit unions and their customers worldwide.
A few of my clients are now looking to staff their first inroads into SOA, their first project where something actually happens beyond the investigation. So…how many people are needed on the project? Who are they? What are their roles? Here are some rough guidelines based upon my experience thus far.
You’re going to need an eclectic array of skills to do SOA right, including:
1. Project Leader/Architect2. Data Specialist3. Security Specialist4. Native Systems Specialist5. Service Development Specialist6. BPM/Orchestration Specialist
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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