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.
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
Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.
Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.
Last year, leading companies like Allianz Life, Dell and Pfizer tackled compliance and process improvement at the same time. There chose many different HR processes to automate – ranging from new hires and pay changes to computer access requests. In each case, the companies recognized that an investment in technology was required to gain better control over their processes.
Successful Sales and Marketing departments are dynamic torrents of process-driven activity. A calm day in the sea of sales means revenue opportunities are being lost or going by the wayside. This is just as true in customer retention as it is in customer acquisition.Once a prospect signs on the dotted line and becomes a customer, effective processes need to be in place to monitor, measure and manage customer satisfaction and loyalty and, in turn, maximize each customer's value.
Contributed by:Andrew Spanyi, Managing Director,
Spanyi International
As more and more vendors enter the market and try to stake a claim to the BPM opportunity, a few leaders have emerged to create a new era of business process management – an era defined by solutions that combine flexibility with a full spectrum of process capabilities. An era defined by vendors partnering with thought-leading business and government organizations to look at processes in terms of their ability to drive organizational growth. The era of “breakaway BPM”.
In this Webinar, David Holliday, CTO for Advanced Management Technology, Inc.
Most any organization will surely concede that it desires improved performance. More precisely, most organizations expect their performance to improve. However, very few organizations actually plan to enhance their performance. They simply expect it to happen as a normal course of business.
After speaking at a Six Sigma conference I was asked what my definition of BPM is and what differentiates it from Six Sigma. The topic of my presentation was how to identify important change programs. I am not sure what exact wording I used but I must have first stated that I am not a Six Sigma expert, only a Six Sigma customer, but Six Sigma did not seem to use standards. The BPM definition must have included process measurement, modeling and change planning. Later in my hotel room I realized I never put to paper what my definition is of BPM.
