After speaking at a Six Sigma conference I was asked what my definition of BPM is and what differentiates it from Six Sigma. The topic of my presentation was how to identify important change programs. I am not sure what exact wording I used but I must have first stated that I am not a Six Sigma expert, only a Six Sigma customer, but Six Sigma did not seem to use standards. The BPM definition must have included process measurement, modeling and change planning. Later in my hotel room I realized I never put to paper what my definition is of BPM.
Articles by: BPMInstitute.org
Who, What and How of a Business Analyst?
Who?
Business Analysts identify the business needs of their clients and stakeholders to help determine solutions to business problems. They typically perform a liaison function to software developers by serving as business problem solvers. They play a vital role throughout the project life cycle by understanding and representing stakeholder needs, documenting and organizing the requirements for a system, and communicating requirements to an entire team.
The Principles of Service-Orientation: Service Contracts and Loose Coupling
In the previous article we established the service-orientation design paradigm as currently providing us with the following eight common principles:
•services share a formal contract
•services are loosely coupled
•services abstract underlying logic
•services are reusable
The Principles of Service-Orientation: Introduction to Service-Orientation
This is the first article in an eight-part series dedicated to exploring the common principles of service-orientation. Acclaimed author Thomas Erl shares his insights into the service-orientation design paradigm by providing excerpts from his second SOA book “Service-Oriented Architecture: Concepts, Technology, and Design”, supplemented with additional commentary.
The adoption of SOA often comes with an expectation that many of the benefits commonly associated with service-oriented technology platforms will be realized simply through their successful implementation.
Non-Technical Issues Matter Too
Too many organizations think they can implement business process management (BPM) efforts with nothing more than a comprehensive set of tools and a good ROI story.
BPMS Watch: BPM’s Evolving Value Proposition
I’ve been speaking at BPM conferences for – well, too long, probably – but long enough to see the evolution of BPM’s essential value proposition, as expounded by consultants, industry analysts, and BPMS vendors. Consistent with Darwinian theory, this evolution has not followed a simple linear thread but has branched into multiple lines, some destined to die out and others – hopefully – to flourish. Today I would say there are three distinct branches, three different statements of what BPM is and is trying to do. Each has its own natural constituency and ardent advocates.
BPM’s “Missing Link”
There’s something wrong with BPM, something terribly wrong. Although the past five years have witnessed great progress in the theory and practice of business process management, if we go back to business-process basics, a fundamental problem with BPM becomes clear.
Business Analysis and SOA: The Benefits of Business Services
This is the first article in a six-part series dedicated to exploring how SOA and service-orientation relate to and affect business analysis processes and approaches.
The Virtues of Incrementalism
Because business process management provides a strong capability for business change, organizational and people issues are huge challenges. Adopting new technology places extensive demands on employees and their managers.
Teetering on the BPM Strategy Edge
Bischoff is an international expert on optimizing and automating business processes across silos and the extended enterprise. She also is recognized for her work in Web services, brand strategies, strategic planning, integration, and IT/organization alignment.
According to Bischoff, most organizations are in the “tactical” mode when it comes to BPM. In other words, they are still in the discovery phase when it comes to Business Process Management. Moving from the tactical model to strategic mode is the key to enterprise success and necessary when implementing BPM.
