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.
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.
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:
Business Intelligence has matured to provide organizations a platform and a tools suite for IT to enable users to access and deliver timely and relevant information. The shift in the market to fully integrate the breadth of enterprise reporting, analytics, dashboards and other capabilities has created new opportunity and misperceptions on the reality on the trends in the BI market. Contributing cultural, technological and business factors that are driving or inhibiting the market will be presented.
Examine how post-merger HP has begun to resolve its Enterprise BI challenges. Deborah Poindexter will explain how HP was able to bring focus to the difficult task of designing a centralized BI integration layer with Enterprise Standard Dimensions, a critical part of this design, becoming the one true source for dimensional data. She will describe the business triggers, pitfalls, and innovations encountered during the process.
While there is no one right way to get started in BPM, there are some guidelines that will make your life a lot easier. It should be remembered that getting started in BPM will be based on a belief in process oriented operational improvement and your ability to sell BPM to your management.
Although BPM may well become a strategic initiative in your company, the simple fact is that it is unlikely that many BPM efforts will get started at the enterprise level with formal strategies and aggressive adoption plans.
Interest in business process management (BPM) continues to accelerate. Users increasingly offer the right responses to questions about their interest in BPM technology. Despite good business drivers, however, many companies struggle to get started. Too often, the business leaders can’t agree on what it means to be ‘adaptive’ or ‘more efficient.’ Until business leaders agree on process and performance goals and quantify metrics that reflect these objectives, any BPM initiatives will be investments in technology for technology's sake.
Savvion’s award winning Business Process Management system, Savvion BusinessManager™, enables organizations to automate and manage critical business processes by integrating the people and systems that execute those processes. From supply-chain to service management, help desk and employee self-service applications, Savvion’s unique lifecycle approach to process enables business and IT to collaborative to deploy process improvement initiatives in less than 90 days while delivering a 200% – 300% return on investment.
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.