Lustratus Research, a leading analyst, compared BPM from Pegasystems, TIBCO & IBM to uncover the best approach to process improvement from a customer's perspective:
Contributed by: Pat Dowdle, Process Strategist, Process Strategy Group
Co-authored by: Jerry Stevens, Process Strategist, Process Strategy Group
Most organizations are improving processes in some shape or form.. Many companies employ some type of improvement method, whether it is Lean,...
Contributed by: Karen Tricomi, Process Architect, Financial Services Industry
“People hate change!” This is a pretty well-accepted statement for those of us who work in the technology industry. Most of us involved in driving change in large organizations have the battle scars from those that...
Contributed by: Faun deHenry, President and CEO, FMT Systems Inc.
Perhaps you recall my recent article - “Culture Matters.” Included in the article were approaches that my colleagues and I had used over the years to support change and transformation in a variety of...
Contributed by: Anthony Murphy, Director / owner, Lithe IT Ltd
Implementing new technology brings a range of challenges and this is equally true when the technology in question is a BPMS. These challenges become even greater when the BPMS is to support case management processes. Within...
Contributed by: Ed Hollingsworth, Architect, INTEGRITYOne Partners, Inc.
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...
Contributed by: Karen Tricomi, Process Architect, Financial Services Industry
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.
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...
Contributed by: Faun deHenry, President and CEO, FMT Systems Inc.
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 "...
Contributed by: Andrew Spanyi, Managing Director, Spanyi International
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...
Contributed by: Anthony Murphy, Director / owner, Lithe IT Ltd
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...
Companies worldwide have for generations sought to better manage their key business processes to improve efficiency, insight into their impact, and to achieve greater business flexibility. The introduction of new technology consistently provides new ways to achieve these benefits yet each new technology also imposes constraints, or barriers, in the path of success. In addition the natural resistance to human and organizational change in the enterprise is a deterrent process optimization.
Cross-Disciplinary Alignment Strategies for Business & IT
Most organizations lack a well articulated blueprint of their business. While everyone can see their small piece of the puzzle, no one has visibility into the enterprise as a whole. This in turn constrains the organization’s collective ability to visualize the root cause of critical issues and rapidly craft viable solutions. To address this lack of enterprise visibility, organizations must be able to visualize their business through formal business architecture.
Greater operational efficiency and business agility are goals that are relevant to companies across all industry. Attend this webinar with Sanjeev Sharma, Principal Product Director, BPM &...
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...
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...
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...
The challenges faced by today’s government agencies and commercial operations are many and varied—and to stay afloat, these organizations must not only promote change from within, but they must...
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...
Business process management (BPM) is in a period of transition. For the past several years, companies have been getting familiar with BPM, undertaking specific projects to address “burning process...
Although "doing more with less" is a common mantra these days, delivering improved business efficiency is necessary, but not sufficient, to put organisations in strong competitive positions....