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An Integrated Approach to Improving Business Process Quality through Risk Modeling – Part 1
Risk Management and Business Process Management have long been acknowledged as distinct disciplines. They seem to be getting more comfortable with one another. Business Process Model & Notation (BPMN) has emerged in the past decade as a powerful tool for visualizing and even operationalizing business processes.
Why Your Processes are Begging for Operational Decision Management
Any organization that has successfully implemented some level of Business Process Management (BPM), whether a first project or extended program, can point to its many benefits, such as improved coordination, control and employee productivity. But these benefits can decrease over time due to issues such as process complexity and excessive manual activities, as well as difficulties in coordinating actions across processes.
Operational Decision Management (ODM) technology helps simplify processes and increase automation, as well as providing real-time responsiveness to actionable opportunities and risk situations. ODM solutions enable intelligent decision automation to complement BPM and extend its business value, making processes more flexible and adaptive in response to evolving policy and market demands.
Case Study: Chubb Insurance Leverages BPM
In this Innovation Workshop, Chubb Group of Insurance Companies discusses their administrative transition from a de-centralized to a centralized structure with BPM. View this webcast to learn how they were able to successfully make the transition and ensure internal and external customer satisfaction.
Both webcast archive and PDF are available.
How to Leverage BPM Technologies – Demonstration
Business agility, transparency, improved productivity and integration across your business, can enable you to outperform business goals. BPM offers you the ability to transform your business processes in ways that can have an immediate impact on the way you interact with customers, suppliers and employees. To do this, arm yourself with an understanding of the actionable, practical and proven steps for process improvement success. Join us for this demonstration as we discuss how to leverage important Social, Mobile and BPM technologies, methodologies for adoption, and real-world best practices from successful companies that will leave you with a formula for BPM success to start the transformation at your company.
BPM: It’s Value and Role in Transforming Business
View this Innovation Workshop to learn more about how BPM offers you the ability to transform your business processes in ways that can have an immediate impact on the way you interact with customers, suppliers and employees. Business agility, transparency, improved productivity and integration across your business, can enable you to outperform business goals. To achieve this, arm yourself with an understanding of the actionable, practical and proven steps for process improvement success. Join us as we discuss how to leverage important Social, Mobile and BPM technologies, methodologies for adoption, and real-world best practices from successful companies that will leave you with a formula for BPM success to start the transformation at your company.
Both webcast archive and PDF are available.
Best Practices and Customer Success with BPM
This demonstration will give participants hands-on exposure to Business Process Management with the Oracle BPM Suite and will show how Oracle BPM Suite can be used across each phase of the BPM lifecycle to help the business achieve continuous process improvement. It will also demonstrate achieving business agility and visibility with Oracle BPM Suite 11g. Order processing, from your internet storefront or other locations, can present visibility and control challenges as your order traverses systems for capture, booking, fulfillment, and financial close.
Government Best Practices and Customer Success with BPM
Governments and companies worldwide have for generations sought to better manage the processes that are key to their constituencies and business by managing them to improve efficiency, insight into their impact, and how to use them to achieve greater flexibility. Over the years the introduction of new technology provides new ways to achieve these benefits yet each new technology also imposes a barrier in the path of success. In addition, change management and human and organizational change is a naturally resistant force that can stand in the way of success.
BPM for Government Demo
This webcast will give participants hands-on exposure to Business Process Management with the Oracle BPM Suite and will show how Oracle BPM Suite can be used across each phase of the BPM lifecycle to help government agencies achieve continuous process improvement. This workshop webcast will demonstrate process modeling, process improvement, process implementation, process interaction and process monitoring using a government specific use-case of construction/building permit processing across various roles and systems.
Tips to Simplify and Speed up Your Business Process Diagramming
A wealth of new, easy-to-use features in Visio 2010 enable business analysts and other process professionals to create diagrams faster than ever before, even as they connect their diagrams to databases and SharePoint lists, and view dynamically refreshable diagrams using any web browser. Topics covered in the webcast…
- See why Visio 2010 is the most exciting release in a decade
- Create flowcharts and BPMN diagrams faster SharePoint
- Learn how to validate business process diagrams against business rules
- Connect diagrams to data and then publish the results to the web
- Build human- and document-centric workflows in Visio and execute them in SharePoint
Visio 2010 will help you jumpstart your diagramming using 60+ out of the box templates including BPMN; visualize KPIs in vibrant, data-connected diagrams using any browser; and map your business processes using the right tool for the job.
A Business Architecture Body of Knowledge
For a number of years business architecture was considered an art form, the domain of a handful of practitioners and consultants. Debates raged across standards groups and discussion boards over the use of capabilities versus value streams, the role of processes, governance and ownership, and where business architecture ended and IT architecture began. Endless discussion threads pitted one individual’s view against another, often ending in stalemate.
Business Process Modeling for Software Requirements
We’ve all heard this one: “Don’t automate a process until you optimize it.” That’s sound advice to avoid automating unnecessary steps or, worse, institutionalizing a completely broken process.
7 Steps To Business Architecture
Business Architecture is a key decision tool for organisations and could be thought of in a similar way as GPS systems—being a ‘navigation system for business’. It allows static blueprints to be transformed into dynamic models for greater insight than ever before. With business managers in the driver’s seat, different questions will be asked from the traditionally technical ones normally associated with EA. In order to support these questions a different approach to tools and solutions will be required.
Interstage Business Process Manager v11 Architecture
Interstage BPM advanced architecture flexibly addresses requirements of the next generation BPM to effectively manage work in today’s enterprise. Broad array of capabilities enables organizations to respond to business change by supporting all types of business processes and all forms of work.
Research indicates that the use of BPM technology can lead to remarkable cost savings, increased efficiency, and productivity – in other words, big ROI. Enterprises and software developers have come to understand that BPM can be applied to increasingly complex problems. Automating business processes from end-to-end, integrating applications to process steps, and opening up processes for collaboration with partners, customers, and suppliers represent just the beginning of what can be expected from BPM software.
10 Ways to Tactical Business Success with BPM
Managing change efficiently is a key to business success and sometimes that change is incremental and evolutionary, and other times radical and revolutionary. Managing change with business process management (BPM) is often thought of as the solution to radical business transformation and it often is. However, the little known secret is that BPM is also great for managing the incremental, tactical changing requirements of the day that constrain business and increase costs. Attend this informative webinar to hear Dan Tortorici, Director of Oracle Business Process Management Solutions discuss 10 different ways that you can achieve tactical business success with BPM.
Featured Speaker:
Extending the Life Expectancy of the World’s Pensions
Rethinking how we manage the process. The problem is big. The developed world is aging. Japan went through it first and everyone will follow by 2050. During this time, a much larger population will depend on their own investments or investments made by their employers and governments as their primary sources of income. Also, the number of working people compared to the number of people beyond retirement age will decrease significantly. This number, called the support ratio, is a key indicator for social services agencies and the trend reveals a big problem.
Culture Matters!
Over the last year much of my thinking and conversations with colleagues have involved an examination of corporate culture and how it affects various initiatives and attempts to make organizational changes. Enter “corporate culture” in a search engine and you see millions of links to classes, articles, academic papers. All of them discussing, explaining, or positing about corporate culture.
The Sum of All Business Processes Is the Business Architecture
Many business and IT professionals have realized that one simple and easy way to describe the Business Architecture (BA) is to say that it represents the “sum of all business processes” for an enterprise (or business unit). In fact some refer to this sum or integration as the “Business Process Architecture.” While this comment is basically correct, it does require a broader perspective and more detailed description.
When a Good Design is Not Enough
In spite of significant advances in both improvement methods and enabling technology, the success rate in implementing complex process redesign projects still hovers around 33% and has not changed that much over the past decade. When a good process design does not get implemented, it’s often due to insufficient focus and attention on accountability, governance, resources and momentum. Results can be compromised whenever there is insufficient attention to one of these factors.
3 Compelling Reasons to Implement a BPMS
As with many IT professionals, I was first attracted to BPM by the capabilities offered by BPMS technology to increase business agility and reduce costs. Working as an IT Director, I identified two compelling reasons to invest in a BPMS. The first was that it offered a low cost and effective solution for automating administrative business processes, thus reducing operating costs. I secondly saw it as an effective solution to achieve a stated business aim of continuously improving processes at low cost, where the pace of change would be rapid.
Classifying Decision Model Structures
(How to Recognize, Classify, and Validate Common Logic Structures)
It is not by accident that all decision models look similar. The similarities reflect the rigor of The Decision Model principles, the most important being mandatory adherence to Decision Model First Normal Form. These similarities are useful because they make it easy for people to understand and validate decision models, as there is only one way to interpret one. This is a major advantage of The Decision Model over other approaches for representing business logic.
However, this month we focus, not so much on the similarities among decision models, but on their differences. More than that, we explore the idea of classifying decision model structures based on differences in their logic.
Below, Part 1 summarizes the similarities among decision models. Part 2 does the same for their differences. Part 3 introduces three fundamental Rule Family classifications so you can recognize them and use them for validating business logic.
