There is significant increased interest in applying Business Process Management (BPM) technology to solve business problems. Not surprisingly, an increasing number of technical and business people alike are asking how to take BPM applications to the next level. This presentation will outline the pros and cons of the two principal methods of taking BPM from small-scale departmental applications to enterprise level applications; the bubble-up and the enterprise-view approaches. The following aspects of each approach will be addressed: scope of effort, key considerations, benefits and pitfalls.
Comprehensive process design is the foundation for improved efficiencies in process management practices. Aligning the IT Portfolio to the Business Strategy helps deliver value to the business and support an agile enterprise.
By: Tammy Adams, Managing Partner, Chaosity LLC and Jan Means, President, Resource Advantage, Inc.
Change isn’t easy. It’s not something most of us seek out. But for any company who intends to remain healthy and competitive in an increasingly global and electronic marketplace, change is continual and necessary. Market downturn or other external factors may force us to become more efficient at what we do. Other times the need for change comes from within – a response to new product or service offerings, system enhancements or reorganizations, for example.
“As the business grows, it gets increasingly difficult to know what is going on
Contributed by: Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International
By: Jon Huntress, Special Events Correspondent, BPM Institute
Taking BPM applications to the next level involves more than buying a good BPM solution. The technology is important, but two things will make or break a BPM deployment. The first is creating customer value through the company's enterprise-wide business processes and the second is understanding and managing the processes at the organizational and actual process activity level. To accomplish these the mindset of the whole organization must change.
Andrew Spanyi is the managing director of Spanyi International, a consulting and training company that operates in the field of organization and process design. He has worked with executive teams at global organizations assisting them to change the way they think about their business. He is the author of ‘Business Process Management is a Team Sport, Play It to Win!’
Don't miss this candid discussion with Jon Pyke, BPM veteran, Chair of the Workflow Management Coalition (
www.wfmc.org), the former Chief Technology Officer for Staffware prior to its acquisition by Tibco and currently the Sr. VP of Technology Strategy at Global 360.
What Oracle, SAP and others won't tell you about leveraging your existing application investments
The excitement in business process management has settled back down to the practical reality of improving performance from your business processes. Critical to achieve this mandate is to have a program and plan for process improvement. This educational session will help you understand how to apply BI and Performance Management to your business processes.
What Oracle, SAP and others won't tell you about leveraging your existing application investments
For those assessing Service-Oriented Architectures as a direction for their company, this Webinar is the perfect opportunity to gain an insight into what skills, knowledge and investment is required to develop an enterprise quality SOA. The SOA Blueprint is a model for analyzing your company’s readiness for developing service-based software. SOA is more than just Web Services, the Blueprint investigates areas of supporting readiness, such as security, governance, policy creation and management, network architecture, etc.
As the world’s marketplaces become increasingly more global, business competition reaches new extremes.
Business Process Management (BPM) has become a leading technology to better businesses process efficiencies. As part of all processes, important decisions are made. Business rules sharpen these decisions in both their accuracy and in their ability to derive better decisions to further enhance business agility.
As the world’s marketplaces become increasingly more global, business competition reaches new extremes.
In today’s volatile business climate, agility and flexibility are two requirements for survival. Companies must be able to react to changing market pressures or new market opportunities faster than the competition to ensure their success and many are turning to Business Process Management (BPM) software to accomplish this by optimizing existing processes and automating new ones.
Organizations typically undertake periodic process improvement that are focused on specific business processes and may or may not align with the business strategy. In order to realize all the benefits of sometimes disparate BPM efforts, there needs to be an ongoing, organization-wide effort to assess and measure the results and continue to use the successful implementations. A process portfolio is the answer.
