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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.
Distributed Architecture of Enterprise Information Systems
According to AIIM & Accenture Surveys report – in the next few years’ volume of information produced by our civilization will be doubled. Report also points, that arrangement will be split into 20% of structured data and 80% of unstructured data. Following this analysis, Gartner (Feb 2008) points that “By 2009 ECMs will become the focal point for empowered managers, enabling proactive or reactive responses to opportunity and threat scenarios”.
Process Improvement – Patterns for Success
Explore the many ways IBMs Business Process Management and Decision Management technologies enable agility through dynamic business processes. Use-cases describe approaches for using these technologies individually or together to address different business needs. Process improvement is about achieving better business outcomes. Technology is providing powerful capabilities that organizations are using now to quickly and continuously improve customer-facing and back-end operations. The challenge, of course, is that there is no one-size-fits-all solution.
Best Habits for Highly Successful BPM Programs
Learn the Habits that drive process-improvement success, from project delivery and growing team competency to scaling BPM across the enterprise. These are proven techniques that will help you get started implementing successful BPM projects throughout your organization. Process improvement is about achieving better business outcomes. Technology is providing powerful capabilities that organizations are using now to quickly and continuously improve customer-facing and back-end operations. The challenge, of course, is that there is no one-size-fits-all solution.
Book Review: Applied SOA: Service-Oriented Architecture and Design Strategies
There is no shortage of books that cover SOA topics, but few of them go beyond background information, telling us what a service is and what technologies we can use to network them, but leaving us on our own to figure out how to identify or design a service. Fewer still go into the design of SOA solutions for the enterprise. I’m happy to report that this book is a welcome exception.
You’re probably familiar with several of the authors already. Lead author Mike Rosen is Editorial Director for SOAInstitute.org, and co-authors Boris Lublinksy and Kevin T. Smith have written articles and spoken at SOAInstitute.org events. For this book, they are also joined by Marc J. Balcer.
Which is Best for Us? Top Down, Bottoms Up, or Middle Out
This article is the second article in this series. These two articles look at organizational culture and three strategies to become a more process oriented organization.
Process maturity assessment has become popular in the last few years, as companies want to understand their current level of maturity and what it entails to get to the next level. But once you assess where you are on a process maturity scale, what kind of approach is best for your organization – top-down, middle-out, or bottoms-up? How would you know, what steps should you take, and what challenges might you anticipate?
When Should You Automate a Business Decision?
Automated business decision-making provides a significant competitive advantage for companies today because, generally speaking, the faster you can decide on the right response to an opportunity or risk, and consistently act on it, the better the business outcome will probably be. By automating key operational decisions, those day-to-day, repeatable decisions that run the business — like what loan application to approve or reject, what product to offer a new customer, when to trigger an agent to call back a client to assist, when to re-route cargo, etc.
Change Management – What is it and Why it Matters?
When introducing anything new in our individual life, in an organization or society at large, we intuitively recognize that that introduction of change must be managed or we will not achieve what we have set out to do. Same applies when we introduce new technology including BPM automation. Very often we establish a change management team. We go through the mechanics of managing change. Why then the implementation of new technology such as BPM often does not deliver the expected benefits? Why the adoption and internalization of the change is sl
