The panelists will discuss what to do and not do when initiating BPM at a company. How should one get started? How do you create a compelling value proposition for BPM? How do you create and sustain BPM initiatives? What is the business value of process improvement? How do you establish a strong linkage between business strategy and business process improvement? What is the role of BPM technology?
Please note, there are no presentations for Panels. Audio will be available after the Conference.
SOA-enabled enterprises evolve an ecosystem of services, from which new business value can emerge. How can you engage the creativity of your enterprise community in leveraging this ecosystem to gain new insights, communicate more effectively, increase productivity, and improve the bottom line? Lightweight situational applications, known as mashups, make this easier than ever before.
With organizations giving high priority to maturing their business analysts' skills, it is necessary to reflect on the effectiveness of today's business analysis best practices when adopting Rules-Driven Business Process Management. Understanding how the adoption of business rules and BPM impact the business analyst role is critical to achieving the reduce cost and increased business agility promised by rules and BPM vendors.
As cloud computing becomes more and more mainstream BPM systems will be offered in a Software-as-a-Service (SaaS) model as well as being delivered in on-premise service appliances behind the firewall. Mr. Barlow will explore these topics and provide a glimpse into one of the next significant new business technologies to be delivered “in the cloud.”
Robert Half International (RHI) has been scaling their BPM project from a single tactical workflow solution into a broader BPM solution. RHI’s goal is to deliver BPM as a business service – owned and operated by the end-user community. While they have not completed the journey, there are interesting and useful observations to share so far, including ideas about how to make your implementation of BPM more successful.
Come learn from RHI’s executive’s 2+ years of BPM experience as they describe their BPM vision, and the value the company is receiving.
Do you get confused with all the uses of the acronym BPM? Sometimes we are discussing the discipline of BPM and other times we are discussing the tools that enable both the discipline of BPM and the development of new solutions. Let’s take a look at where the technology of BPM enables the discipline of BPM and how they can solve some of your biggest, currently unsolved business process problems.
There’s a divide between Leadership and Governance. First off, governance is more than just financial and legal complicance; it’s a compilation of functions, tools, machinery and expertise and a methodology that makes sense out of all those investments of people and equipment. Then, it also comprises an impulse that makes the orhanization tick, its conscience. Real transformation can ONLY take place by changing the impulse and knowing the processes that make-up the value-chain.
Organizations wishing to embrace Business Decision Management often recognize its value but are not optimally positioned to realize the benefits. This often happens for two critical reasons – the inability of technical and business units to exchange information in an efficient manner, and a corporate organizational structure that hinders efficient cooperation and communication. Overcoming these obstacles will be critical to success and, ultimately, to realizing Enterprise 2.0.
BPM Suites provide an end-to-end platform for BPM solutions combining modeling, implementation design, runtime execution, and performance monitoring/optimization. There are dozens to choose from, but not all are optimized for the same types of processes and user skills. We’ll discuss what goes into industry analyst evaluations of BPM Suites, what makes one product better than another, and how to find the BPMS that best fits your needs.
Business Process Management (BPM) continues to gain momentum throughout the enterprise as an effective solution for optimizing the delivery of products and services to the customer. Wells Fargo and the industry overall are now starting to understand how to maximize the insight gained from this level of capability and are in the midst of a paradigm shift in how business solutions are developed and measured in the future.
