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Welcome to BPMInstitute.org, the leading authority in Business Process Management (BPM) training and certification. For the past two decades, we have been at the forefront of BPM education, providing invaluable resources to professionals like you. Our extensive collection features thousands of articles, white papers, and webcasts, covering every aspect of BPM you can imagine. Whether you’re a seasoned practitioner or new to the field, our resources will empower you with the knowledge and insights needed to excel in the world of BPM. Explore our comprehensive library today and unlock the secrets to optimizing processes, driving innovation, and achieving operational excellence.
Managerial drive for BPM Automation (Pillar Four)

Managerial drive for BPM Automation (Pillar Four)

Author(s):

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

“The management drive is the support and commitment of a company’s senior management, at the time to think and take the first and last step in a BPM tool process automation. This is the fourth pillar of importance for macro phases: process modelling, process construction testing, adjustments and/or changes to business rules.

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4 Keys to Unlocking Operational Performance

4 Keys to Unlocking Operational Performance

Author(s):

Managing Director, Technology Blue, Inc.

Operational performance has become widely accepted as a critical success factor for companies across many industries. It is best described as the level at which all business units in an organization work together to achieve core business goals.

There are understandably many articles and texts dedicated to operational performance management. Many companies have created departments and job functions focused on translating the value of business assets into higher performance. However for those who are just beginning the journey there are undoubtedly more questions than answers.

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Business Architecture: Status Quo or Game Changer?

Business Architecture: Status Quo or Game Changer?

Author(s):

President, TSG, Inc.

We frequently debate the question of who owns business architecture, but this question hides a more fundamental issue that can dramatically impact the value proposition of business architecture. Motivation and intent will ultimately determine if business architecture is a “game changer” or just another management discipline delivering incremental improvements to the status quo.

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Organizational Culture to BPM Automation (Pillar Three)

Organizational Culture to BPM Automation (Pillar Three)

Author(s):

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

“The culture of paper in a business today is still considered important, as a means of support and evidence of any activity carried out within an established process. The change into a culture oriented to the use of information technology is mainly based on the commitment of the end user to live in an environment of automated activities and operational activities within the process where paper is used mainly in necessary control processes.

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SOA and Service Management

SOA and Service Management

Author(s):

Principal Consultant, J Moe Associates

Within the world of SOA the term service management usually refers to the control and orchestration of the invoked service (web. Business, composite, etc.), usually called SOA governance.

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Instituting Change

Instituting Change

Author(s):

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

This article may seem at times like a rant. It’s not meant to be. It just deals with the frustration that all of us who innovate in the development of planning processes feel when the most rational, carefully-planned, sure-fire, absolutely-self-evident advanced planning methods fail to stick in an organization!

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Being Intelligent with SOA: Using SOA to Lay the Foundation of your Business Intelligence (BI) Initiatives

Being Intelligent with SOA: Using SOA to Lay the Foundation of your Business Intelligence (BI) Initiatives

Author(s):

Assistant Vice President/ Chief Engineer, Alion Science and Technology

SOA purists might scoff at using SOA for integration [1], but for many enterprises, Service Oriented Integration (SOI) remains one of the prime motivations for embarking on the SOA journey. Agreed SOI by itself doesn’t achieve the avowed goals of agility or elimination of redundant IT infrastructure, but it helps the enterprise address real concerns, now. The SOA Manifesto [2] states that Business value is of higher priority over technical strategy; hence easier integration with SOA is a valid goal of a SOA initiative.

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Manage the People or Manage the Process?

Manage the People or Manage the Process?

Author(s):

Faculty Member, BPMInstitute.org and President, i4 Process

When you are trying to handle a problem, make an improvement, change the culture, or implement a key strategy where do you go first – to manage the people or manage the process?

Consider these four scenarios. Would you approach the situation by managing the people or managing the process? Rate each one against the 5 criteria and think about why you selected the rating. We will come back to these four scenarios at the end at the end of the article and consider them further.

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Decision Matrix: Selecting a Business Process Management Vendor (Competitor Focus)

Decision Matrix: Selecting a Business Process Management Vendor (Competitor Focus)

Contributed by:

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

Read the analyst report “Decision Matrix: Selecting a Business Process Management Vendor”, and learn why Progress Savvion made the short list of BPM vendors.

Business process management (BPM) software solutions – often called “suites” – are one of the hottest areas in BPM, but choosing the right BPM solution for your organization may be a daunting task. Ovum, an industry analyst firm, recently conducted a research project that measures BPM vendors across three critera: market impact, end-user sentiment and technology offering.

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Addressing Case Management Challenges with BPM

Addressing Case Management Challenges with BPM

Speaker(s):

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

How can we improve customer satisfaction, loyalty and improve agent efficiency by using customer centric case management? We know that there is a much higher cost to acquire a new customer than getting repeat business from them. What can we do make sure we are managing customer interactions well so that customer get their issues resolved quickly and bring repeat business?

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Actionable Business Architecture

Actionable Business Architecture

Contributed by:

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

Interviews from over a thousand CEOs in 2008 shows organizations are bombarded by change, and many are struggling to keep up1. CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate. They are moving aggressively toward global business designs with deeply changing capabilities and increased flexibility.

The gap between their capability to manage change and the challenge ahead is growing. CEOs expect fundamental change, but they seem uncertain about their organization’s ability to manage it. Business pressures are compounding as IT constraints are growing.

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Changing – A Core Business Competency

Changing – A Core Business Competency

Author(s):

Managing Principle, Wendan Consulting

With the operational problems caused by the current economy and the uncertainty that possible new legislation is causing, the need to change quickly and effectively is greater than ever. Few companies are prepared or capable of rapid, efficient change – especially broad based change.

 

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Putting Business Information Architecture to Work

Putting Business Information Architecture to Work

Author(s):

Principal Consultant, Software Renovation Consulting

In a previous article, we talked about using web semantic technologies such as OWL and SBVR to create conceptual models of a business. In this article, we explore an example of using a Business Information Architecture to solve a business/IT problem. The architecture exercise helped clarify thinking about the possible solution forms and served as a model for the corresponding IT application and data changes.

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Can SharePoint 2007 be my Enterprise Business Process Management (BPM) Solution?

Can SharePoint 2007 be my Enterprise Business Process Management (BPM) Solution?

Author(s):

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

SharePoint 2007 provides a basic set of business process management (BPM) functionality. Many IT shops and business users who have SharePoint 2007 running in their environment may be wondering what BPM capabilities SharePoint 2007 does have, and how it stacks up to traditional packages that promote themselves as complete BPM solutions.

Most Enterprise BPM solutions are comprised of the following high level components:

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Continuous Improvement with BPM and Enterprise Architecture Together

Continuous Improvement with BPM and Enterprise Architecture Together

Speaker(s):

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

Today’s global environment requires businesses to work smarter and to improve the coordination between planning and execution to continuously improve business processes and optimize costs. While Business Process Management (BPM) and Enterprise Architecture (EA) each have value on their own, they are also naturally synergistic, and together provide better business outcomes and strategic alignment of business and IT.

When done together, BPM provides the business context, understanding and metrics, and EA provides the discipline for translating business vision and strategy into architectural change. Only when supported by appropriate collaboration and governance processes can BPM and EA roles work effectively together towards the common goals of the enterprise.

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Six Simple Steps for Accelerating and Perfecting Requirements: A Framework, a New Model, and Visualization

Six Simple Steps for Accelerating and Perfecting Requirements: A Framework, a New Model, and Visualization

Author(s):

Managing Partner, Knowledge Partners International LLP

Software engineering is a much younger discipline than are other branches of engineering. We see this in the continuing evolution of attitudes and approaches to requirements. In early days, there were no requirements. In later days, there were volumes of approved textual statements. Eventually, there were formal models. Today, sometimes models and statements are merely interim deliverables because code becomes the requirements.

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The Role of Business Architecture and Organizational Change Management in Business Transformation

The Role of Business Architecture and Organizational Change Management in Business Transformation

Author(s):

Business Architect Executive, Independent Consultant

In previous articles I have attempted to make the case for the role of the Business Architect in Organizational Change Management (OCM) and the role of OCM in driving Business Architecture (BA). Clearly this author believes that BA and OCM are tightly coupled. In this article, I present my view on how BA contributes to business transformation through OCM.

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The Strategic Promise of SOA to Supply Chain Management

The Strategic Promise of SOA to Supply Chain Management

Author(s):

Editorial Director and current Faculty Member, BPMInstitute.org

Attaining superior efficiency, high visibility and customer satisfaction across the entire supply/demand chain is essential for all organizations in today’s competitive markets. Supply chain efficiency has profound implications on an enterprise’s ability to meet its customer’s demands, the enterprise’s reputation, and the overall financial success of the enterprise. However, an enterprise’s supply chain also presents the single biggest opportunity for operational inefficiencies in any enterprise.

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Business Rules in the Process Age

Business Rules in the Process Age

Author(s):

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

In a previous article “Integrated Business Management in the Process Age”, I discussed the dawn of the process age which follows on the Information age. In that article I stated that an organisation’s maturity in the Process Age can be plotted against its ability to utilise and manage the five basic capabilities for high performance: People, Guidance, Processes, Information and Resources.

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Featured Certificate: BPM 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.

Learn more about the BPM Specialist Certificate

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  • Agile BPM Specialist
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