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
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.
Process design principles are distilled best practices from world-class organizations. By using design principles, a team can craft a new process, which in many instances achieves a 50% reduction in time and cost and with much higher quality. In this presentation, case studies will highlight the use of design principles from the author’s own experience.
This session will discuss key components of an enterprise-wide process model and how one organization is using their model to not only understand and improve how their business operates but to make key strategic and operational decisions. A comprehensive process model can help you answer such questions as:
- Which core business processes will be impacted by the latest IT project?
- What is the impact of staffing adjustments to the business?
Time: 9:20 6-28-2005
Seeking operational excellence, leading companies 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 companies to adopt process orientation and explore Business Process Management as a technology to orchestrate, optimize and increase the flexibility of critical business processes.
Time: 10:15 6-28-2005
This talk will present some of the key success/failure factors in past efforts at process improvement by automation and then discuss how these factors apply to implementing BPMS in today's organizations. We will explore the similarities and differences between the process automation of the past 25 years and why it is even more critical in the current business environment to recognize a new way of applying information systems to not just automate business processes, but more importantly to "informate" the work of the "processor" and the manager.