Resources in Organizational Performance

Our focus on Organization Performance (OP) will be on the alignment of strategies, processes, performers, measures, technologies and management to achieve and sustain outstanding levels of performance of the entire enterprise.

Our belief is that organizational performance is achievable only when an organization has defined the major elements that affect performance and aligned them (which often means redesigning them) to support strategies and goals.

Just as often the task of alignment also means ridding the organization of things (practices, policies, organization structures) that impede organizational performance.

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Displaying 181 - 190 of 232 resources matching your criteria.

Case Study: Best Practices from the Office of the PM: Drive Successful Adoption of BI Standards for Improved Organizational Performance

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.

Closing Panel: How BPM, SOA and Performance Management are Enabling the Agile Enterprise

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.

Performance Measurement of the Value Chain

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

Case Study: Business Activity Monitoring

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.

Process Performance - Unifying Process and Performance for Maximum Business and IT Value

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.

Using Scorecards to Manage Process Effectiveness

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.

How Performance Management Powered by Service-Oriented Architecture Drives Process Improvements and Innovation

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.

The Changing Face of FBI IT

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.

Process Powered E-Gov: Does Your Government Agency Grok Process?

The 21st century mandate for business is Do More With Less. The 21st century imperative for business is Business Process Management (BPM). The 21st century mandate for government  is Do More With Less. The 21st century imperative for government is Government Process Management (GPM). E-Gov does not mean putting scores of government forms on the Internet. It is about using technology to its fullest to provide services, and that’s where process-powered E-Gov comes in. In this keynote you’ll learn who invented the Internet—and the paper clip—as we explore how today’s constituents demand “my government, on my terms,” and how agencies can support citizen-centered, customer-focused government.

BPM for Compliance to Reduce Risk, Time, and Cost

Most organizations have now had a taste of what's involved in complying with regulatory mandates, whether for HIPAA or for SOX section 404, and they are realizing a better, more cost effective way of managing these initiatives is needed. Learn how companies can implement a compliance management approach that:

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We serve many topics. BPM, BA and SOA have their own communities at BPMInstitute.org, BAInstitute.org and SOAInstitute.org. Other topics listed here have their own dedicated section.

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Editorial Directors

Gregg Rock
Editor & Founder
BPMInstitute.org
Tom Dwyer
BPM Editorial Director
BPMInstitute.org
James Taylor
BDM Editorial Director
BPMInstitute.org
William Ulrich
BA Editorial Director
BAInstitute.org
Mike Rosen
SOA Editorial Director
SOAInstitute.org