Featuring: Dale Weeks, Senior Executive Officer - Florida Department of Revenue
The process-management revolution – driven by advanced performance measurement, flatter corporate structures, process-based teams, and the use of technology and process change to reengineer work – has transformed American business in the last 25 years. But this revolution is only starting to change the American public sector. The Florida Department of Revenue is seeing startling results by adapting private-sector productivity tools for use in the public sector. This FL DOR presentation/paper will address, on both a strategic and operational level, the wave of process and performance management revolution that could transform American government, cutting costs, increasing productivity, improving services – and giving America a new competitive edge in the challenging 21st Century.
The process-management revolution – driven by advanced performance measurement, flatter corporate structures, process-based teams, and the use of technology and process change to reengineer work – has transformed American business in the last 25 years. But this revolution is only starting to change the American public sector. The Florida Department of Revenue is seeing startling results by adapting private-sector productivity tools for use in the public sector. This FL DOR presentation/paper will address, on both a strategic and operational level, the wave of process and performance management revolution that could transform American government, cutting costs, increasing productivity, improving services – and giving America a new competitive edge in the challenging 21st Century.
Process performance measurement is dependent on a process maturity and performance framework that defines, measures, and manages business processes. Two dimensions of process metrics are presented: maturity metrics, and performance metrics. Maturity metrics complement Six Sigma concepts and provide a more comprehensive analytical framework. Performance metrics deal with visibility and control of business operations. Additionally, the framework also accommodates metrics for controllership. Both dimensions are necessary for continuous process improvement and busines
Thought leaders will come together on this panel to discuss the future of Business Process Mgt, from both a business and a technology perspective. What advancements do these visionaries foresee? We'll explore the importance of process improvement strategies within an enterprise and beyond, extending all the way through value chains to customers, partners and suppliers. We'll discuss what it means to be an "adaptive enterprise" and what steps are necessary to get there.
This talk will present some of the key success/failure factors in past efforts at process improvement by automation and then discuss how these factors apply to implementing BPMS in today's organizations. We will explore the similarities and differences between the process automation of the past 25 years and why it is even more critical in the current business environment to recognize a new way of applying information systems to not just automate business processes, but more importantly to "informate" the work of the "processor" and the manager.
By: Bill Davidson, President and CEO, AllianceAnalytics
The Sarbanes-Oxley Act of 2002 has caused big changes in big business with a hefty price tag. Not only must publicly traded companies document and comply with the financial reporting and internal audit control requirements of the Act, they must also continuously attest, measure and document changes of the related processes to ensure continued compliance.
The challenge of complying with Sarbanes-Oxley requirements inside of a company is notably a time-consuming, costly and arduous task. The good news is that the internal control systems that companies are building will
Time: 8:45 November 2, 2005
As long as the BPM conversation is restricted to technologists and BPM insiders, it's likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the boardroom, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.
Both Business Process Management and Business Rules Management software provide significant value in helping organizations to automate processes and become more consistent in their business operations. Each technology also has its own unique benefits -- this white paper describes the roles and benefits of both, and shows how a combined BPM - Business Rules solution can radically improve the agility, consistency, precision and overall performance of your business.
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.
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?
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.).
