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Resources

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Fragmented Business Processes Destroy Value

By: Stephen G. Smith, Senior Vice President & Managing Executive, Rummler-Brache Group

When organizations become fragmented, it requires more work to deliver value to the customer and the ability of the organization to adapt to environmental changes is diminished. In extreme cases, the loss of value is deadly and businesses go extinct.

What causes businesses to become fragmented?

Business fragmentation occurs when critical processes aren’t managed as an integrated system. Workflows become a complex series of handoffs between functions, jobs and information systems. Each handoff represents an opportunity to introduce error, delay and added cost.

What causes businesses to become fragmented?

Taking The BPM Message To The Corner Office

As long as the BPM dialogue is restricted to technologists and BPM insiders, it's likely to become just another technique for squeezing out costs and making incremental performance improvements. Taking the message to "corner office" executives places BPM in its proper business context and positions it to its full potential as a technique to achieve sustainable competitive advantage. CIOs and their organizations must alert other C level executives about the true business case for BPM: It's all is about time-based competition and setting the pace of innovation in your industry.

Adobe LiveCycle Workflow Overview

Adobe LiveCycle Workflow helps organizations design, deploy and manage automated business-process applications that connect systems and human interactions. This paper is an ideal introduction for professionals, architects and developers who are planning business-process automation.

The Great 21st Century Business Reformation

By: Peter Fingar, Co-Author of The Real Time Enterprise: Competing on Time and Business Process Management: The Third Wave

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, " The Great 21st Century Business Reformation " by Peter Fingar, Executive Partner in the digital strategy firm, the Greystone Group. Fingar explains How BPM will bring about epic change through operational transformation driven by the fusion of business operations and technology.

Selecting the Best Method for Process Baselining

Contributed by:

Tammy Adams, Managing Partner, Chaosity, LLC

By: Tammy Adams, Managing Partner, Chaosity LLC

When launching a process improvement effort, your foundational step is understanding how your business currently works and how it needs to change. I call this “process baselining”. It gives you the baseline or starting point upon which your process improvement efforts can be built. Baselining involves:

documenting the process steps along with their supporting information (i.e., roles, timing, volumes, metrics, etc.), understanding the places where the process breaks down (breakpoints), identifying areas of waste (i.e., redundancies, delays, etc.).

HVB Americas Implements Straight-through Processing

By: Elliot King, Editor-in-Chief, BPM Strategies Magazine

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

Eastern and Central Europe are in the midst of dynamic economic changes. Last year, 10 countries joined the European Economic Union and others, including Bulgaria and Romania, are slated to join in the coming years.

Revitalizing Legacy Applications with SOA

Imposing services-oriented architecture on a legacy application environment cannot be achieved simply by wrapping online transactions. Poorly aligned data structures and applications limit data accessibility and functional flexibility. Underlying fragmentation, redundancy and batch structures are the antithesis of SOA. To truly achieve SOA, organizations must develop a phased approach to redesigning and redeploying data structures and modernizing applications.

The Road Ahead for BPM in 2006

Join us to learn how organizations are currently deploying BPM, what has changed in 2005 and where BPM is headed. Join us to learn how organizations are currently deploying BPM, what has changed in 2005 and where BPM is headed. Also find out how to avoid the common pitfalls and how to optimize BPM strategically and tactically. Gartner featured Research VP, Janelle Hill presents where BPM is today and where Gartner believes it is headed as well as the key mistakes many organizations make and how to avoid them. In this webcast you will learn:

What is the difference between Workflow Engines and BPM Suites?

In the past, workflow vendors created quite a bit of confusion in the market when trying to define workflow and how it could best be utilized. Today, that situation is being replicated with BPM. Ask 10 different vendors to define BPM or BPM suites, and you will likely get 10 variations of the definition, even though all vendors use the same basic terminology to explain it. This white paper helps organizations sort through the options in order to discover why a BPM suite is a different and more important application for process improvement than workflow engines.

The Need for a Standard Business Process Depiction Language (BPDL)

By: Stan Tucker, Owner, Business Process Science

What’s at stake.

As companies move towards a process centric organizational model, the standardization of their business process maps becomes an increasingly important issue. The maps need to have the same general format, use the same set of symbols and be able to be read the same way.