2:15 11-8-2006
This presentation will present highlights of recent research including the following:
- Are firms developing increasing skill in improving and managing large cross-functional business processes?
- What are some of the major 'mental model' obstacles in deploying BPM?
- How to engage leaders in managing enterprise business processes?
- Why is the role of the right [customer oriented] performance metrics so essential?
Business process management tools offer organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, in many cases, the same technology that supports BPM can also be used to develop composite applications and support a service-oriented architecture. This session will explore how these technologies relate to one another, discuss developing trends and look at case studies of organizations that have implemented these advanced features.
8:30 11-8-2006
What strikes fear in the hearts of business leaders these days? Globalization and commoditization.
3:15 11-7-2006
Why Business Process Management and Six Sigma are needed in today’s business environment?
This talk will provide an overview of both Six Sigma and BPM to indicate where there are synergies between the two types of programs.
BPM
builds the framework to create strategic alignment, measure business processes using metrics aligned to business goals, and identify performance gaps that have a major impact on the customer and on achieving desired business results.
So much of what is addressed in Process Management is, at bottom, driven by the demand for an enterprise to Perform. That performance, when optimal, is directed by customer value outcomes. What has been missing is an overall strategic framework in which 4 identified key dimensions can actually be realized. We’ll explore the 4 dimensions of Human, Capital, Information, and Processes and the related instruments which drive performance results.
11:30 11-8-2006
When we consider the role of Business Rules in Enterprise Architecture, we soon discover that – contrary to many popular schema – Business Rules are neither a component of the process model of the enterprise, not are they simply constraints that exist at the lower layers of the architecture. Using The Zachman Framework and KPI's RMM™ (Rule Maturity Model) we are able to properly construct the role of Business Rules within the Enterprise Architecture that fully supports MDA (Model Driven Architecture).
Contributed by:Pat Dowdle, Process Strategist,
Process Strategy Group
By: Patrick Dowdle, Process Director, ATI/CAM-I Process Based Management Program
Patrick Dowdle is the Program Director of the ATI/CAM-I Process Based Management (PBM) Program, which is conducting leading edge research in Process Based Management, including the recently published CAM-I book, "Process Based Management: A Foundation Of Business Excellence." He is also the President and a Process Architect with Process Advantage, which focuses on helping organizations improve customers services.
Pat Dowdle's main message is about Process Based Management (PBM), which is different from BPM. PBM is about how businesses supply services and products to customers. The problem, according to Dowdle, is that most organizations do not understand or manage their processes, or they do so in isolation so they don't really manage their products and services. Dowdle maintains that it isn't enough to have a BPM initiative. If you don't understand process-based management, your BPM effort will probably fail.
By: Daniel J. Madison, Author of "Process Mapping, Process Improvement, and Process Management" and Owner, Value Creation Partners
Time is a critical dimension of customer satisfaction and cost reduction. Getting products and services to customers in a speedy fashion is a value-adding activity. By beating your competitors to market, you gain sales and market share.
As a cost-reduction strategy, time reduction can be very effective. Inspection, moving, setup, rework, and waiting all add costs. The amount of time in these areas can be staggering.
The three key tenets of Business Process Management have been people, process and technology. Now with the introduction of Sarbannes-Oxley, HIPAA, etc. there is a critical need to focus on the fourth tenet within business processes: controls. How can your organization build controls into business processes in order to not only meet regulatory or compliance requirements but also realize competitive advantage - come to this discussion for an innovative discussion on the new Business Process
Management.
Faced with a significantly expanded mission following the tragedy of September 11, 2001, the FBI has recognized it must change the way it does business if it is to succeed in protecting the American people from another terrorist attack. One of the Director's mandates was to ensure that the business process owners, not the technologists, determined the FBI's business processes and requirements for the next generation of an information management and case management system. This presentation will discuss the FBI’s Business Process Management strategy, highlight current reengineering activities and some of the lessons learned.
