The Four Agreements You Need to Have a Successful Process Mapping Session
Process mapping is a group exercise in which teams of subject matter experts (SMEs) gather to determine how work gets done. Step-by-step diagrams are drawn to document the who, what, when and how a business task is performed. Teams utilize process mapping as a way of finding opportunities for improvement, increasing transparency between groups, and understanding the roles of systems in processes.
This workshop will give participants hands-on exposure to Business Process Management with the Oracle BPM Suite and will show how Oracle BPM Suite can be used across each phase of the BPM lifecycle to achieve continuous process improvement.
This workshop will demonstrate process modeling, process improvement, process implementation, process interaction and process monitoring using a government specific use-case of construction/building permit processing across various roles and systems.
Recently there was a discussion among various BPM experts about process, outcomes, and Deming [http://bpm.com/bpm-today/in-the-forum/is-it-still-true-we-should-work-on-our-process,-not-the-outcome-of-our-processes] that has me questioning the different ways business process professionals think currently about process improvement. My position in the discussion was that focusing on process and outcome simultaneously was necessary. Further, it was my contention that the statistical process control methodology Deming advocated assumed that customer satisfaction would always increase in parallel with improvements in quality.
General Motors discovered in the 80’s with the leather seats in its Cadillac line of automobiles that increases in quality do not necessarily equate to raised levels of customer satisfaction. This discovery led to conversations about rising customer expectations, especially during the 90’s.
Quality processes are central to the success of any large organization, and all business units should play by the same rules. While this is certainly true, each department is bound to have unique requirements which is why a one-size-fits-all approach to business processes doesn't work. This white paper uses the example of one department that typically considers itself the exception to business process standardization, the legal department. Readers will learn how solid business processes enabled this department to improve its work involving customer transactions and its effort to make business units more successful.
Project Manager is a common term in business these days. On the simplest level, a Project Manager can be an individual in charge of a plan that was developed on a ‘cocktail napkin’ or simple spreadsheet. For a more complex project, the Project Manager can be an employee in the Project (or Program) Management Office, be certified in Project Management by passing the rigorous PMI test, create sophisticated work breakdown schedules using software and manage enterprise projects from beginning to end for the organization. The kind of Project Manager I am talking about has responsibilities like the second type above, but may not always work on enterprise projects; instead he might work on medium or large projects as well.
Available on Thursday, April 16, 2015: Pre-register to reserve your spot.
Towards Speed, Quality and Process Excellence: The AgFirst Story
How does an ambitious financial institution with 19 Associations – each with similar-yet-different governing rules and processes – make the leap from manual and localized to central and automated? And how do you create solutions agile enough to quickly fit customer needs in line with modest budget and resources?
In this presentation, you will hear first-hand how AgFirst transformed its legacy system to enterprise-class BPMS in record time:
Even though Decision Management technologies are built upon agile development principles, implementation projects frequently get bogged down in traditional approaches. Let us embark on a journey in the hopes of Finding Agile in those murky waters.
Decision Management Technologies are Center Stage
Most of the new advances in technology are aimed at making the systems more intelligent by having them do more knowledge work. These collection of technologies are the Decision Management technologies - that includes business rules, analytics and optimization. Since decision-making is amongst the most fluid aspects of an organization and the logical place to plug knowledge in, all related technologies are experiencing a surge in demand.
The proliferation of process improvement methods over the past decade has become problematic. The range of process improvement methods now includes BPM, Lean, Six Sigma, Lean Six Sigma, Operational Excellence (OpX), Process Excellence (PEX), Reengineering (BPR) and several older techniques such as the theory of constraints (TOC) which are still in use in some organizations.
As process improvement professionals develop increasing skill in a selected improvement method, they are inclined to think and communicate that their method is better than alternative approaches to process improvement. Executives seeking to improve operational performance are sometimes confused about the similarities and differences between various methods and feel that they “have to choose a side.”
Let me start with a provoking question: Business architects create capability roadmaps and product managers create product roadmaps. What is the difference and which is more valuable for my business? If product managers manage all the products of a company, is there a need for business architects and capability roadmaps?
Some of us, who are practicing business architects and familiar with "Guide to the Business Architecture Body of Knowledge™" (BIZBOK® Guide), may find this question offensive. However, this could be a reasonable question from any senior business leader (particularly unfamiliar with business architecture and product management disciplines).
At a recent client meeting, the Chief Architect arrived a few minutes late, clearly upset. When asked what was bothering him, he muttered “Governance is a four letter word”. I am sure that many readers have shared that sentiment at some time, but it needn’t be that way.
Organizations who have adopted BPM as their platform for IT development have an opportunity to both simplify and improve their IT Governance and Compliance processes. All of the advantages which BPM brings to your core business processes are just as applicable to IT Governance.