Find out how Constellation Energy Group uses Documentum to enable more efficient IT procurement and case management. By replacing paper requests, integrating mainframe applications and creating a corporate portal Constellation Energy Group was able to improve customer service, reduce processing time and errors and better protect sensitive information.

With Transactional Content Management, organizations can benefit from the use of BPM as well as imaging, document management and capture technologies to reach higher levels of operational agility, drive innovation and reduce operational costs across functional areas. In about 15 minutes, this guide will define transactional content management, explain why it’s important, outline the benefits, suggest a deployment framework, and provide resources for you to learn more.

The 2008 BPMS Report by Bruce Silver, a leading independent industry analyst covering BPM technology, objectively evaluates the EMC Documentum Process Suite 6.0, describing it in depth and evaluating its strengths in four distinct process types or “use cases.” The report covers the product suite in 34 pages, loaded with diagrams and screenshots.

BPM’s promises are real, but the path to success is littered with pitfalls and shortcuts to failure. Best practices can help you avoid them. The good news is that BPM has now reached a stage of maturity which ensures that customers who are just embarking on using its methods and tools have a wealth of experience to learn from and build on. To succeed with BPM, you will need to develop your own best practices and constantly evolve them to stay ahead of the competition. The following “lessons-learned” provide a good place to start.

For a number of years, systems modernization been has providing benefits to organizations seeking to analyze software architectures in support of tactical systems initiatives such as software maintenance. Modernization has also delivered benefits for project teams seeking to migrate from obsolete or aging languages and platforms to more modern environments.

While success stories abound for tactical modernization projects, they merely represent the “low hanging fruit” of what modernization can achieve. Modernization efforts are now reaching into more significant and far reaching domains, extending opportunities into the upper echelons of IT and business architectures. Achieving this goal requires a deeper understanding of the architectural impacts of systems modernization.

It seems the more technology transforms the way you run your business, the higher the bar of customer expectations is raised, and the faster the pace of change accelerates. You’re doing things faster and better than ever, at lower cost, and on a more global scale, but you still feel you’re falling behind. Your twenty-first century pain points make you long for the days when the biggest worry was Y2K.

To support business process improvement initiatives, many IT groups today have been implementing a Service Oriented Architecture (SOA) in order to re-orient their core technology to reflect new consumption patterns. The service oriented context, however, is only a part of the process improvement equation – it needs a partner. This paper discusses how leading companies have recognized that implementing Business Process Management (BPM) and SOA together gives them unique capabilities to enable business process improvement.

Competitive advantage in business depends on the ability to excel in key business processes. Business Process Management (BPM) is typically delivered with an integrated set of tools that provide a closed-loop system for optimizing business performance.

Collaborative BPM expands the scope of traditional BPM and is moving to priority number one as organizations search for an integrated solution that provides an environment to coordinate the dynamic activities of human-driven, collaborative processes.