Resources

Displaying 1881 - 1890 of 2145 resources matching your criteria.

Extracting Business Rules From Existing Systems

Time: 3:45 September-22-2005  Entrenched business processes are enabled by entrenched application systems. As a result, efforts to change or retool business processes can be streamlined through the factual analysis of the data and rules embedded in these systems. This session will explain how to capture and analyze business logic to support system and business process retooling initiatives. The discussion includes data usage and business logic extraction from existing systems and mapping the results to top-down, logical designs.

Case Study: Using ISO 9001 Quality Management Standard to Achieve BPM Objectives

NASA leadership established a strategic plan objective to implement the ISO 9001 International Standard for quality management throughout the agency by 2000.  At Goddard Space Flight Center a Quality Management System Council was established to plan and coordinate the implementation throughout all the various flight project, engineering, science and administrative support organizations.  This was a major documentation task to develop the required policies and procedures and work-level processes at the Center-level, and then to develop the flow-down documentation, training and implementation pr

Case Study: The Fast Track: From Buried Business Rules to Managed Business Rules (RMM Level 0 to 2 in a Year)

Time: 3:00 September-22-2005 This case study relates how NYSLRS progressed from Rules Maturity Model Level 0 to Level 2 in under a year by using a low cost/low risk methodology that allows for the incremental implemented of business rules in legacy systems.  This approach, User-defined Function Approach, allows a company to convert legacy systems into modern agile systems or to investigate the use business rules before selecting a Business Rule Processing solution.  IBM has endorsed UDFA as a best practice for business rule implementation.   

Case Study: Design and Implementation of Process Management Systems in Government Organizations

The process-management revolution has transformed American businesses for 25 years.  Factors for this transformation include flatter organizational structures, strategic planning tied to process performance, and balanced metrics.  High-performing organizations recognize the value of using process-based teams trained to manage and improve operations, implement new processes, and reengineer processes.  More government organizations are now considering and adopting process management approaches to improve the efficiency and effectiveness of products and services.  The Florida Department of Revenu

Federal Steeplechase: Policy Challenges and Management Hurdles of Business Process Management in Government

Time: 3:00 September-22-2005 Federal executives seeking to introduce more commercial-like practices to agency operations face a difficult challenge, with layers of bureaucracy, years of tradition, and even Congress standing in the way of change.  ITAA President Harris N. Miller will discuss a policy agenda that pushes for greater reliance on concepts like electronic government, enterprise architectures, government-wide information sharing and budget allocations tied to performance metrics.

Case Study: Managing Process Across the Enterprise

This session will explore ‘semantic interoperability’ challenges and ‘model to integrate’ solutions for BPM in use and development at GSA. BP grammar and modeling formalisms from select GSA adopted industry standards will be presented as a framework for developing executable service oriented business process models that can be automatically deployed to commodity runtime infrastructures.

Selecting A BPMS

While they sound the same on the surface, BPMS offerings don’t all work the same way and don't all do the same thing.  Each offering is optimized for a specific set of processes, integration requirements, human interface requirements, exception-handling requirements, and performance management requirements. Each makes specific assumptions about the roles and required skills of process designers.

Using Scorecards to Manage Process Effectiveness

Time: 2:15 September-22-2005 The creators of the Balanced Scorecard, David Norton and Robert Kaplan, indicated that "What gets measured gets done" and "What you measure is what you get".  Yet, most organizations have no real process intelligence due to process fragmentation and poor metrics.   What process data they are able to obtain often times has no relationship to their business objectives.  Scorecards offer managers a tool to measure the impact and contribution of business processes in the achievement of identified business objectives.

Best Practices In Business Process Management

Time: 2:15 September-22-2005 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.

How Performance Management Powered by Service-Oriented Architecture Drives Process Improvements and Innovation

Today's climate requires companies to be responsive...responsive to customers, suppliers, the market, and competitive threats. But responding to market pressures is difficult.  Especially if the state of the business is in disarray. Or, even worse, unknown. Managing performance helps clients not only to understand clearly the state of the business today, but also to anticipate customer demand, competitor's moves, and market dynamics. It provides tools to improve operations and the decision-making power to innovate to stay competitive.
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