Resources

Resources

Displaying 1781 - 1790 of 2145 resources matching your criteria.

The Top 5 SOA Adoption Pitfalls of 2005

By: Thomas Erl, author of “Service-Oriented Architecture: Concepts, Technology, and Design"

It’s been a tumultuous year in the world of SOA and we’re just at the beginning of rollercoaster ride. As organizations continue to re-examine the ever-shifting landscape of service design, service buses, service governance, and even just services, there are often mixed emotions. Many are confused as to the maturity and overall status of SOA in the IT industry, but there is definite sense of excitement around its touted potential to unite business and technology.

Many SOA initiatives were launched this year, each with its own set of goals and expectations.

How to Select a Metric - How Are You Being Measured?

By: Caspar Hunsche, Managing Director, Process Core Group

In a previous life I was in charge of management reporting for the pan-European logistics organization for Compaq. My team was responsible for monitoring and reporting the daily, weekly, monthly and quarterly performance and progress of the operations. We provided reports on shipments-to-date, invoices send, estimated shipments for the remainder of the day, week or month, order cycle time and average shipment lead-times, and on and on. None of these metrics would keep me awake at night or would cause heavy discussion on accuracy and validity of the metric.

Managing Processes for Performance

By: Colin Snow, Vice President & Research Director, Operational Performance Management, Ventana Research

This article originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.

Business process management (BPM) technology continues to grow and mature.

The Future Impact of BPDL on Business

By: Stan Tucker, Business Process Scientist and Owner, Business Process Science and Services, LLC

Gaining visibility of a corporation’s Business Processes stands to be one of the greatest industrial and commercial breakthroughs of this century for the corporations that step up to the challenge…and the probable demise of those who don’t. Here’s why….

Increased Speed and Risk in Operations – many organizations are still in the Business Process – “horse and buggy” era…these businesses still rely on big binders full of written procedures covering how their business “does” its business and its procedures.

The Value of BPM Software: A Business and Technical Perspective

Business process management (BPM), and the information technology systems that support it, are defined in many different ways.

Integrating Lean Six Sigma with BPM to Better Manage Process Performance

Process performance is related to process maturity with an Optimized Process or Level 5 Process being the most mature and robust. Lean and Six Sigma methodologies may be used to leverage the BPM competencies of a company to achieve optimized processes. This presentation will view a process from the Lean, the Six Sigma, and the BPM point of view with the goal of illustrating how these methodologies follow similar approaches to problem-solving with each contributing to the final process result. Two case studies will illustrate the integrated approach and the potential impact on financial returns.

Process improvement: A Case Study in Revenue Generation Process Improvement

By: Sherri Adame, Senior Business Systems Analyst, Baxter Healthcare

If you don't have the time to listen to this issue's Featured Archive, this article serves as an Executive Summary of the presentation, " Process improvement: A Case Study in Revenue Generation Process Improvement " by Sherri Adame, Senior Business Systems Analyst, Baxter Healthcare. Adame explains how getting the right people and identifying the right processes can lead to dramatic improvement without buying a new expensive IT solution.

BPMS Watch: Analyzing and Optimizing Process Performance

By: Bruce Silver, Principal, Bruce Silver Associates

The hottest trend now in BPM suites is integrated performance management. While BPMS and its workflow ancestors have always featured basic process monitoring and work statistics, the kind of performance management now emphasized is more closely aligned with metrics strategic to the business: the percentage of orders filled immediately, or conformance with service level targets, broken down by customer type. These once were the sole province of business intelligence (BI) software, but performance management analytics and real-time business activity monitoring are now being bro

Case Study: Integrating Supply Chains in the Truck Industry

Volvo Trucks, Renault Trucks and Mack Trucks, all within Volvo Group, are in a post merger mode and need to integrate and align their Order to Delivery processes to harvest synergies. The CIM program has been initiated with the objective to create a common/integrated process and information platform. As this is a truly global program, we bridge company and cultural borders by using SCOR as a common framework. The case study will address the build-up of business process excellence in the Volvo Group and experiences using a common process framework in a complex, multi-cultural environment.

The Big Deal: Business Governance of Business Rules

By: Art Moore, Principle Business Rule Consultant, Knowledge Partners Inc.

The words “business governance of business rules” is an extremely important, if not explosive, topic. It alludes to turning over the keys of the business back to the business itself. Yet, doing so is an organizationally complex issue.

A reasonable goal is to provide an easy way for business (versus technical) people to write or change the rules of the business, such that doing so maximizes the understanding of the rules, while minimizing the pain (and rigor) of writing them. If writing them properly is too difficult, they won’t do it.

So, it is advantageous to start with a