Resources in Organizational Performance

Our focus on Organization Performance (OP) will be on the alignment of strategies, processes, performers, measures, technologies and management to achieve and sustain outstanding levels of performance of the entire enterprise.

Our belief is that organizational performance is achievable only when an organization has defined the major elements that affect performance and aligned them (which often means redesigning them) to support strategies and goals.

Just as often the task of alignment also means ridding the organization of things (practices, policies, organization structures) that impede organizational performance.

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Displaying 121 - 130 of 216 resources matching your criteria.

Barriers to Process Redesign

Contributed by:Daniel Madison, Principal, Value Creation Partners

Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls.

Changing a process and the relevant jobs, structure, and controls presents unique challenges, so a process redesign project will almost always encounter obstacles, barriers, and pitfalls. Research conducted on reengineering projects has uncovered the barriers listed in Table 1.

Table 1: Barriers to Process Redesign

Moving Towards the Process-Centric World

People, processes and systems are the fundamental components of which any company is composed. However, many organizations find that coordinating and managing these elements to achieve business objectives is an enormous challenge. This challenge has intensified in recent years, as information systems have grown exponentially more complex and the business climate has mandated that, to remain competitive, companies must act with greater responsiveness and agility than ever before.

Six Sigma and Business Process Management Attain Results

Why Business Process Management and Six Sigma are needed in today’s business environment? This talk will provide an overview of both Six Sigma and BPM to indicate where there are synergies between the two types of programs. BPM builds the framework to create strategic alignment, measure business processes using metrics aligned to business goals, and identify performance gaps that have a major impact on the customer and on achieving desired business results. Six Sigma can be used as the vehicle to implement the methodology, prioritize the projects, stabilize the processes and close the gaps. Together they provide a process enabled and customer focused enterprise.

Business Process Management, SOA & Composite Applications

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.

Analysis: Isn't that for smart people?

"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.

Process Management Approach Leads to Competitive Government

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.

Problems Implementing a Balanced Scorecard

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.

The Marriage of Performance and Data Governance

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.

Insights on the Road to Implementing Process Based Management

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

Reengineering State Government – Rhode Island Case Study

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

Topical Home Pages

We serve many topics. BPM, BA and SOA have their own communities at BPMInstitute.org, BAInstitute.org and SOAInstitute.org. Other topics listed here have their own dedicated section.