Process performance measurement is dependent on a process maturity and performance framework that defines, measures, and manages business processes. Two dimensions of process metrics are presented: maturity metrics, and performance metrics. Maturity metrics complement Six Sigma concepts and provide a more comprehensive analytical framework. Performance metrics deal with visibility and control of business operations. Additionally, the framework also accommodates metrics for controllership. Both dimensions are necessary for continuous process improvement and busines
Time: 2:00 PM November 2, 2005
Deploying a Business Process Management (BPM) strategy can be a difficult task. The truth is that many important aspects of an effective BPM strategy are unrelated to the solution or even to the application being implemented.
Thought leaders will come together on this panel to discuss the future of Business Process Mgt, from both a business and a technology perspective. What advancements do these visionaries foresee? We'll explore the importance of process improvement strategies within an enterprise and beyond, extending all the way through value chains to customers, partners and suppliers. We'll discuss what it means to be an "adaptive enterprise" and what steps are necessary to get there.
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.
By: Bill Davidson, President and CEO, AllianceAnalytics
The Sarbanes-Oxley Act of 2002 has caused big changes in big business with a hefty price tag. Not only must publicly traded companies document and comply with the financial reporting and internal audit control requirements of the Act, they must also continuously attest, measure and document changes of the related processes to ensure continued compliance.
The challenge of complying with Sarbanes-Oxley requirements inside of a company is notably a time-consuming, costly and arduous task. The good news is that the internal control systems that companies are building will
By: Dr. Setrag Khoshafian, VP of BPM Technology, Pegasystems Inc.
BPM is touted as the technology that will finally bring business and IT together. Not that we haven’t tried to do this before. For instance, many people thought object orientation would do the trick since it tried to model the real world as closely as possible. Did it deliver? To a certain extent, but not quite. Primarily, it ended up as a productivity tool and paradigm for IT (with sometimes questionable success), not the ‘be all’ and ‘end all’ for modeling and executing business requirements.
Time: 8:45 November 2, 2005
As long as the BPM conversation is restricted to technologists and BPM insiders, it's likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the boardroom, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.
Contributed by: David Heidt, Business Analysis, Practice Leader, Enterprise Agility
By: David Heidt, Managing Partner, Enterprise Agility
David Heidt, a Managing Partner at Enterprise Agility, works with Fortune 1000 clients in the areas of business process analysis, requirements management, iterative development and implementation of enterprise solutions using model-driven development. Heidt is also President of the Chicago Chapter of The Association of Business Process Management Professionals.
Please join SOAInstitute.org for the first in a series of Round Tables featuring SOA Thought Leaders. This recently recorded Round Table features individuals responsible for driving "Services Thinking" at Sun, Software AG, IONA and BEA. Don't miss this opportunity to hear from the CTOs and Chief Architects from these organizations - we'll debunk several myths, discuss the future of SOA and provide you with an SOA Reality Check.
Complex and conflicting workflows in large organizations are time consuming and costly. These often lead to errors which are counter productive and slow down work processes.
Adobe's LiveCycle Workflow and Intelligent Documents make application building fast and easy for Java developers. With its flexible tools and business logic-embedded PDF formats, multiple work systems are streamlined and automated minus the coding.