The three key tenets of Business Process Management have been people, process and technology. Now with the introduction of Sarbannes-Oxley, HIPAA, etc. there is a critical need to focus on the fourth tenet within business processes: controls. How can your organization build controls into business processes in order to not only meet regulatory or compliance requirements but also realize competitive advantage - come to this discussion for an innovative discussion on the new Business Process
Faced with a significantly expanded mission following the tragedy of September 11, 2001, the FBI has recognized it must change the way it does business if it is to succeed in protecting the American people from another terrorist attack. One of the Director's mandates was to ensure that the business process owners, not the technologists, determined the FBI's business processes and requirements for the next generation of an information management and case management system. This presentation will discuss the FBI’s Business Process Management strategy, highlight current reengineering activities and some of the lessons learned.
Seeking operational excellence, leading users in public and private sector, are integrating and optimizing end-to-end business processes spanning functional silos and crossing traditional IT systems' boundaries. In addition to requiring a good integration strategy this trend is forcing organizations to adopt process orientation and explore Business Process Management Suites as a technology platform to orchestrate, optimize and increase the flexibility of critical operational processes.
What strikes fear in the hearts of business leaders these days? Globalization and commoditization. With three billion new capitalists from China, India and the former Soviet Union ready to engage your company in extreme competition, you’ll have to make deep structural changes in the very ways you operate your business - and that's what Business Process Management is really all about.
Indeed operational innovation - where you forge new relationships across to globe to form extreme supply chains and pursue extreme innovation - is the next true source of competitive advantage.
As organizations adopt BPM and gain experience, new job titles and responsibilities are invented and thrown around on a daily basis: Process Architect. Process Analyst. Business Architect. Business Integration Developer. What do these titles mean? What are the responsibilities associated with these new roles? This panel of solution providers will explore the best mix of roles and responsibilities for a successful process project team.
Are you looking for ways to streamline your core business processes while still providing tailored customer and channel support? Have you considered implementing process improvements but haven’t been able to determine how to integrate changes in a way that supports your key business objectives?
In this session, Pamela Astwood from Symetra Financial will talk about the design and implementation of the Global 360 BPM solution in the Client Services department.
Applying technology is simple and easy if the hard work is done first. This session will focus on the full time and long-term work that must occur prior to technology implementation. For the past 5 years, Bill has been the one who, whether collaborating with Booz Allen Hamilton, a local consultant, or simply members of a District organization, has done the exciting and challenging work of creating the readiness and alignment necessary for organizations to take advantage of technology.
Inside organizations that are doing various kinds of process "work"-whether improvement projects, technology enhancements or process definition and documentation—we often hear a lot of confusion and frustration because people sometimes mean different things when they use the word "process." The most common frustration happens when two people are talking at different "levels" of process—with one person perhaps talking about a big end-to-end process such as order fulfillment while the other person is talking about a single task but one with multiple steps and considerable complexity—yet both are
Every organization believes there is additional speed that can be squeezed from its core processes. Are all processes then inherently slower than they should be? If so, what slows a process down?
There are many reasons in which a process will perform slower than it could. Here are some of the key reasons I have observed over a number of years that will put the brakes on a process:
Handoffs between departments in an organization have a significant impact on process performance.
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