Business process management tools offer organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, in many cases, the same technology that supports BPM can also be used to develop composite applications and support a service-oriented architecture. This session will explore how these technologies relate to one another, discuss developing trends and look at case studies of organizations that have implemented these advanced features.
By: Caspar Hunsche, Managing Director, Process Core Group
"Analysis is the difficult part of a business improvement project". "Analysts are really smart people that are hyper intelligent" and "analysis can not be trained". Those are some of the preconceptions project teams have to fear the analysis work that needs to be done on a process improvement project.
None of these are true. First of all many people confuse analysis with all those complex statistical tools that, for example, six sigma makes you believe you should apply.
By: Elliot King, Managing Editor, BPM Strategies Magazine
This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.
Five years ago, telecommunications companies operating in Florida faced a baffling array of taxes levied at the local level. Each municipality and local governmental entity had their own tax tables and methods of collection. "As the U.S.
By: Stephen Smith, Senior Vice President and Managing Executive, Rummler-Brache Group
There is really nothing wrong with the concept of Balanced Scorecard. The main problem is that it does not provide practical guidance for deployment, and some executives view it as a "quick fix" that can easily be installed in their organizations. Implementing a balanced metrics system is an evolutionary process, not a one-time task that can be quickly checked off as “completed”. If executives do not recognize this from the beginning and fail to commit to the long term, then the organization will realize disappointing results. However, some approaches (e.g. Rummler-Brache) allow for a rapid start to the metrics system evolution.
Here are some of the key issues I have seen over the past several years that can cause a Balanced Scorecard initiative to fail:
Poorly Defined Metrics
Everybody understands the need for performance management to ensure their initiative sustainability but few walk the talk. The key to successful performance monitoring lie in the tie between your process governance and your data governance. Clear processes are needed to ensure the capture of the data needed to provide the desired business intelligence. Often these processes are in addition to the process already under review. As performance management is your strongest change management allies it is important for whoever care about sustainability to ensure that this get done properly. In this presentation you will learn a simple approach to ensure that your process work is in sync with your data work and hopefully increase your chance to deliver a project with clear and manageable metrics.
The presentation will detail insights from case studies and ongoing research by the CAM–I Program including:
1) Key principles of Process Based Management.
2) The key learnings from the case studies.
3) An assessment framework to determine how an organization is doing on the road to becoming a process – based organization.
4) Current research on the Implementation Roadmap
Discussion of the State of Rhode Island’s Fiscal Fitness Reengineering effort. Topics would include:
Current challenges facing the State
Fiscal Fitness Program, mission, goals and objectives
Methodology Used
Project Organization
Results to Date
Lessons Learned
Open discussion
While organizations may recognize the importance of Business Process Management, the question is "where is the focus!" Most gated business and engineering processes are focused on the "stop the bleeding" or "go-no go" gate decisions. The decision-centric process that will be discussed in this presentation is focused on the value creating decisions between the gates. Document-based processes focus on document artifacts as the control point (e.g., whitepapers, spreadsheets, PowerPoint's, static models, …) whereas Information/knowledge-based processes (a.k.a. decision-centric processes) focus on value creation and thinking nodes as the control points, where documents are not the focus of the process, but just a view or snapshot into the process. In addition, business, technical, and market requirements that should be driving the process are often incomplete or missing until far into the development cycle. To make things worse, the documents and forms that are used to pass the requirements to the implementation teams are often missing the rationale behind the choices and trade-offs made up-stream, with this resulting ambiguity leading to unnecessary re-work, delay and ultimately escaped defects, being introduced by the implementation teams.
This presentation introduces a Decision Framework that supports this decision-centric process. The method organizes and communicates value-added thinking as "Decision Networks." Decision Networks provide a scalable approach for dealing with the complex relationships among many layers of requirements and solutions.
Achieving organizational results is not due to the technical elegance of an organization’s measurement system but whether the right things are measured and whether managers know what to do with the performance feedback they receive. In this presentation, a model is provided that has been used in numerous corporations to assist managers at multiple levels to align their goals, measures, and actions to ensure consistent achievement of organizational results.
By: Daniel J. Madison, Author of "Process Mapping, Process Improvement, and Process Management"
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
