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The Seven Deadly Sins of Process Management – A How-To Guide for Success
All the current industry studies point to the need for streamlined business process and improving and simplifying process is at the top of most CEO’s strategic and technical agenda. The reality is that making process work for your people is the key to competitive advantage and business survival. Yet most organizations’ process improvement initiatives fail or are paralyzed before they start for a variety of reasons – unclear definition, inconsistent or non-existent business requirements, lack of sponsorship. The result?
Bringing Analytics into Processes Using Business Rules
As more and more companies adopt Business Process Management Systems (BPMS) to automate key business processes, they are also seeing the value of enhancing this technology with Business Rules Management Systems (BRMS). When processes rely on complex business decisions, it makes more and more sense to use business rules to automate these decisions. Not only are business rules better for delivering clarity and agility in decision-making, the use of a BRMS allows rules to be shared across processes, across BPMSs and between a BPMS and other implementation platforms.
SOA Maturity Model: Compass on the SOA Journey
As we start planning our Service-Oriented Architectures, we are faced with a host of decisions such as: Where to start? How should the architecture be built? What gaps exist within the current architecture and which technologies should be used to complete these gaps? Who should be involved and what training should they undergo to be prepared? These are some of the questions that one may ask at the outset.
Organizations are all inundated with information about SOA and the steps required to create, design and implement their SOA.
The “Living Enterprise Architecture” Journey
This session will address a method for managing a “Living Enterprise Architecture” (EA) over many years, based on a dynamic model, with content that is adaptable and growing as the business grows. The presentation will explain the importance of evolving and adapting an EA as the company and business modeling requirements grow.
Process Powered E-Gov: Does Your Agency Grok Process
Peter Fingar is an Executive Partner in the digital strategy firm, the Greystone Group. He is one of the industry’s noted experts on business process management and a practitioner with over 30 years of hands-on experience at the intersection of business and technology.
Peter Fingar is an Executive Partner in the digital strategy firm, the Greystone Group. He is one of the industry’s noted experts on business process management and a practitioner with over 30 years of hands-on experience at the intersection of business and technology. He is coauthor of the books: “The Real-Time Enterprise: Competing on Time”, just-released, and “Business Process Management: The Third Wave.”
Fingar began his presentation by pointing out that government and business are essentially similar in that they both:
Top 10 Reasons to Start BPM
Business process are coming under intense analysis and the need to understand process cycle times and process activities has many organizations embracing BPM Suites to deliver agile processes and drive cost savings across the enterprise. In fact, according to a recent CIO Insight study, BPM was ranked #1 by IT executives as the new technology that will make the most significant contribution to carrying out their company’s business strategy.
BPMS Report Series Overview: Understanding and Evaluating BPMS
The BPMS Report series is objective research, and provides information in depth, not just a simple checklist. The information is not based on a vendor-filled questionnaire, but gathered from product documentation, detailed technical briefings, and in some cases hands-on evaluation. It drills down beneath what is available from the vendor website and white papers to provide BPMS buyers a clear sense of what each product does well, and what it takes to do it.
BPMInstitute.org in conjunction with Bruce Silver Associates is pleased to offer The BPMS Report series, available for free to BPMInstitute.org members. These reports, written by Dr Bruce Silver, a leading independent BPM analyst, provide detailed evaluations of today’s leading Business Process Management Suites. Each 30-40 page report covers a single product in depth, loaded with diagrams and screenshots.
Process Documentation: What is End to End Anyway?
Documenting business processes has become an important initiative for many Organizations. The advantages of identifying, understanding and evaluating key business processes to determine their effectiveness in meeting business objectives has been recognized for some time. There are many methodologies and tools available today to aid in capturing information about how a business performs its day-to-day activities in order to achieve desired efficiencies and cost reductions. A common approach integral to most methodologies is to develop an end-to-end process flow.
Superpartners Increases Market Share Through SOA
Need to improve your business processes?
Superpartners leveraged SOA to improve their business process flexibility and enable more efficient integration of new customer records, thereby strengthening its market-leading position within Australia’s superannuation administration market.
Read the Gartner Case Study on how they did it.
Creating the “To Be” Process
One way of building To Be processes is to start with the ideal. The ideal stretches the organization to achieve results and execute far beyond the norm.
A powerful example of working from the ideal can be witnessed at Toyota. This company has a vision of an organization, process, machine, or person that:
Is defect free,
Can be delivered one request at a time,
Can be supplied on demand in the version that is required,
Can be delivered immediately,
Can be produced without wasting any materials, labor, energy, or other resources, and
Seeking the Upper Levels of the Rule Maturity Model
The KPI Rule Maturity Model (KPI RMM or RMM) has been a valuable management tool for organizations due to its simplicity and practicality. It provides a straight-forward, customizable business rule roadmap for organizations, charting success with a business rules...
BPMS Watch: Make Way for BPM 2.0
Two or three years ago, when I began speaking at BrainStorm BPM conferences, I coined the term “BPM 2.0” to refer to new tools that allowed “process without programming.” That technology, featuring integration adapters that could introspect enterprise information systems and turn them magically into “services” ready for orchestration in a business process, was the beginning of the convergence of SOA and BPM. Looking back now, however, I think a better term might have been BPM 1.1, or “integration without programming.” Today it’s safe to say that not everyone i
Getting Started: How to Increase the Odds of Initial Success
Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements.
Case Study: Improve Business Performance with BPM
Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.
Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.
Business Process Management: Why Do You Model?
The first question most executives ask when I explain how we organize an improvement project is along the lines of “can we skip the process modeling?” They either believe all the processes have already been modeled or they know their employees are saturated from all the modeling or other consulting efforts. The reality is that I rarely find off the shelf materials (process and metrics models) that I can use without significant rework. In this article I want to make a case to model less, not more. Let’s start with why you model.
Modeling for the purpose of modeling.
Composite Process Solutions vs. Application Suites
For years, the pendulum has swung in favor of buying rather than building applications. However, business and technology triggers have shifted executives' focus from functional efficiency to business process adaptability. As the major suite vendors retool and refactor...
Intent-Driven Customer Processes: The Next Evolution in CRM
Organizations are working to streamline and improve their customer interaction processes in order to become closer to their customers. However, the best possible action in any interaction is dynamic and based on the changing needs of both the customer and the organization.
BPM Features Important to a Process Owner
Are you a Process Manager/Operations Manager? Are you looking for BPM software that lets you depict your process visually and also allows you to modify the process in real time without any coding effort? To take full control and ownership of your business process look for this list of features from your BPM software.
Process Modeler
Service-Orient or Be Doomed: Why Business will Care more about SOA than IT
Business people have generally been unable to grasp the language of how to best use IT to meet changing requirements, and IT departments are divorced from understanding changing business requirements.
Business people have generally been unable to grasp the language of how to best use IT to meet changing requirements, and IT departments are divorced from understanding changing business requirements. Companies often think that business and technology are two different worlds, with different languages, priorities, and best practices; they couldn’t be more wrong.
A Game Plan for HR Process Compliance in 2006
Last year, leading companies like Allianz Life, Dell and Pfizer tackled compliance and process improvement at the same time. There chose many different HR processes to automate – ranging from new hires and pay changes to computer access requests. In each case, the companies recognized that an investment in technology was required to gain better control over their processes.
