When launching a process improvement effort, your foundational step is understanding how your business currently works and how it needs to change. I call this “process baselining”. It gives you the baseline or starting point upon which your process improvement efforts can be built. Baselining involves:
documenting the process steps along with their supporting information (i.e., roles, timing, volumes, metrics, etc.), understanding the places where the process breaks down (breakpoints), identifying areas of waste (i.e., redundancies, delays, etc.).
Gregg V. Rock talks with Dr. Geary A. Rummler, industry pioneer in process and performance improvement
Dr. Geary A. Rummler's book, Improving Performance-How to Manage the White Space on the Organization Chart, is considered one of the groundbreaking works in business process and performance improvement. As a co-founder of the Performance Design Lab, he has continued to evolve and expand the theory base and methodologies that can lead to breakthrough approaches to management systems, measurement, strategy, and organization structure design and implementation. His latest book, Serious Performance Consulting According to Rummler, is designed to enable performance consultants to move beyond their focus on individuals to produce organizational results. He talked to Gregg V. Rock, Editor of BPMinstitute.org.
As organizations consolidate and standardize their BI portfolios, successful global deployments require careful planning and execution to achieve the desired performance improvements. Learn a best practices approach to project planning from the project management office (PMO) perspective. The key to driving successful organizational adoption across the project lifecycle is converging performance improvement initiatives, BI technology, IT/business alignment, and the business user community.
BrainStorm Group prides itself on providing education and programs on the issues most important to business and IT executives. This is done through a collaborative process with the thought leaders from each community we serve (i.e. BPM, BI, Performance Management, etc.). And while these areas of concentration were once thought to be disparate islands - the lines have blurred.
Time: 3:45 pm 9-23-2005
Performance Measurement addresses key issues of today’s complex Value Chains:
Fast change often invalidates business strategies:
• Performance measurement can detect such change, isolate its impact and create a focused response utilizing the assets of the extended enterprise
Decision-making process is increasingly based on performance:
• Effective measurement provides the knowledge needed to support value chain decision-making
Value chains are semi-deterministic systems; their performance cannot be guaranteed by design:
• Measurement h
There's incredible value in real-time business process visibility and managing business processes in real-time. Gartner coined the term BAM (Business Activity Monitoring) which actually refers to real time business process monitoring and management. BPM systems enable real time business process monitoring and management via visual process views, process metric reports, dashboards and real time process management capabilities.
Achieving optimal business process performance of your business should be absolutely essential to your Business Process Management efforts. Unfortunately most organizations just focus on productivity improvement for efficiency gains through business process automation. Mark will review how you can reach your full potential with Process Performance and assess your process maturity.
Time: 2:15 September-22-2005
The creators of the Balanced Scorecard, David Norton and Robert Kaplan, indicated that "What gets measured gets done" and "What you measure is what you get". Yet, most organizations have no real process intelligence due to process fragmentation and poor metrics. What process data they are able to obtain often times has no relationship to their business objectives. Scorecards offer managers a tool to measure the impact and contribution of business processes in the achievement of identified business objectives.
Today's climate requires companies to be responsive...responsive to customers, suppliers, the market, and competitive threats. But responding to market pressures is difficult. Especially if the state of the business is in disarray. Or, even worse, unknown. Managing performance helps clients not only to understand clearly the state of the business today, but also to anticipate customer demand, competitor's moves, and market dynamics. It provides tools to improve operations and the decision-making power to innovate to stay competitive.
Just as the FBI mission has evolved dramatically since 9/11/01, so has the Information Technology landscape (IT). The FBI is transforming IT systems by undertaking actions to restructure, reorganize, and transform technologies to further support counterterrorism, intelligence, law enforcement, and administrative missions. Business Process Management is vital to the FBI’s continued transformation and evolution. It is the “roadmap” that defines, dissects, and delivers elements of the FBI’s Service-Oriented Architecture, and is the adhesive that makes it hold together. The FBI’s approach to Business Process Management uses both Business Process Reengineering (BPR) and Business Process Improvement (BPI). BPR provides the FBI with a cross-functional view of processes and uses specific redesign and creative thinking techniques to identify and overcome outmoded beliefs and assumptions. It also addresses the organizational change aspects of process redesign. BPI supports the detailed analysis of existing process value and performance to identify opportunities for improvement. Before entering into a path for BPR and BPI, the FBI must first compare current business needs to the current technological capabilities and processes available. Best Practices and customer perspectives are integrated into technology development processes to more accurately design a compelling picture of future FBI business practices.