Forward-looking organizations realize that BPM-based SOX compliance solutions will not only meet their initial regulatory needs, but also provide the long-term framework for strategic risk management and process control. Creating compliance "Inside" business process controls enables an organization to go beyond documenting and evaluating SOX controls to actually remediating deficient controls and enforcing them within their business processes.
Business Process Management (BPM) technology continues to grow and mature. Yet the breadth and complexity of business processes seems to be expanding at an even faster pace.
Driven by massive reductions of transaction costs, a new generation of business redesign possibilities is being exploited by businesses to gain competitive advantage.
Firms today are bombarded with messages from financial analytics vendors, BI vendors, and ERP vendors about business performance management (BPM). Concurrently, there is a market "buzz" around business activity monitoring and business process management that further adds to the confusion and firms are often stymied as to what their next steps should be. BPM is a business process enabled through a set of integrated analytical applications that provide closed-loop metrics, planning and reporting.
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.
Business Process Management offers organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, the same technology that supports BPM can also be used to implement composite applications and service-oriented architecture. This session will explore these additional capabilities by looking at case studies of organizations that have implemented these advanced features.
Compliance with government regulations has forced organizations to look at their businesses in a new light. Leaders are beginning to leverage their compliance efforts in order to drive concurrent business improvements.
These improvements may not only help a business perform better, but may also fundamentally reinforce the primary purpose of regulatory mandates – improved transparency into business management along with bolstered investor & market confidence.
This presentation will explore the dual focus that is required in today’s marketplace.
Time: 2:00 PM 6-28-2005
Companies are recognizing today, more than ever, the importance of operational alignment in overall company success and how improved processes can provide a foundation for executives to improve execution effectiveness. One of the keys to that effectiveness is alignment of operational plans and actions with corporate performance objectives.
In recent years the technology that automates collaboration, share plans and applies analytics for performance improvement has blossomed.
Achieving optimal performance and results of your business should be absolutely essential to your Business Process Management efforts. This focus on results is the basis for Performance Management and what is required to maximize Process Performance. Unfortunately most organizations just focus on productivity improvement for efficiency gains. To reach your full potential having the right level of Process Performance and focus on effectiveness will help you reach your full potential.
Time: 8:35 6-28-2005
The understanding that cross-functional processes are the mechanism for delivering value to customers is the greatest management breakthrough of the last 75 years. However, the potential of this important idea to assist executives in the effective management of their organizations remains largely untapped.
The three “R’s” of information risk management:
- Risk Metrics
- Risk Measurement
- ROI
These are the three core elements of information risk management. Of course
these can be subdivided into their respective elements, and, key to their utility, business utility, that is, is their facility for supporting the identification of the ROI (return on investment) of sound information security. Each of these core elements of information risk management is discussed below.
