So much of what is addressed in Process Management is, at bottom, driven by the demand for an enterprise to Perform. That performance, when optimal, is directed by customer value outcomes. What has been missing is an overall strategic framework in which 4 identified key dimensions can actually be realized. We’ll explore the 4 dimensions of Human, Capital, Information, and Processes and the related instruments which drive performance results.
When we consider the role of Business Rules in Enterprise Architecture, we soon discover that – contrary to many popular schema – Business Rules are neither a component of the process model of the enterprise, not are they simply constraints that exist at the lower layers of the architecture. Using The Zachman Framework and KPI's RMM™ (Rule Maturity Model) we are able to properly construct the role of Business Rules within the Enterprise Architecture that fully supports MDA (Model Driven Architecture).
Patrick Dowdle is the Program Director of the ATI/CAM-I Process Based Management (PBM) Program, which is conducting leading edge research in Process Based Management, including the recently published CAM-I book, "Process Based Management: A Foundation Of Business Excellence." He is also the President and a Process Architect with Process Advantage, which focuses on helping organizations improve customers services.
Pat Dowdle's main message is about Process Based Management (PBM), which is different from BPM. PBM is about how businesses supply services and products to customers. The problem, according to Dowdle, is that most organizations do not understand or manage their processes, or they do so in isolation so they don't really manage their products and services. Dowdle maintains that it isn't enough to have a BPM initiative. If you don't understand process-based management, your BPM effort will probably fail.
Time is a critical dimension of customer satisfaction and cost reduction. Getting products and services to customers in a speedy fashion is a value-adding activity. By beating your competitors to market, you gain sales and market share.
As a cost-reduction strategy, time reduction can be very effective. Inspection, moving, setup, rework, and waiting all add costs. The amount of time in these areas can be staggering.
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.