Resources in Business Process Management (BPM)

Here you will find a mix of articles, white papers, webcasts, archived presentations and more covering the topic of BPM and its sub-topics.

Displaying 151 - 160 of 1542 resources matching your criteria.

Making the case for OpEx and BPM

The integration of Operational Excellence, which relies on a proven, systematic set of tools in Lean Six Sigma, and Business Process Management (BPM), which relies on a systemic view and a technology enabled approach is likely to create greater value for both customers and the company. The integration and consolidation of these two approaches to process improvement will not only identify and eliminate waste, it will also align and better utilize information systems, promote cross departmental collaboration and keep the customer front and center throughout.

An Introduction to Operational Excellence

Contributed by:Marvin Wurtzel, Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

Operational Excellence is not easy to define. Some descriptions are too broad. Others are so narrow that the ultimate definition seems too focused in scope. Often, we end up with definitions that seem plausible in an academic sense, such as “Being world class,” “Being the best globally,” or, “Excellence in everything we do,” but these are difficult to translate into specific practices.

To properly define Operational Excellence, there is value in looking at the evolution of the term.

In "The Discipline of Market Leaders - Choose your Customers, Narrow your Focus, Dominate your Market", Michael Treacy and Fred Wiersema described three distinct value propositions or disciplines an organization could choose to compete in their market or industry - Operational Excellence, Product Leadership, and Customer Intimacy.

When Should Change Management Start?

Contributed by:Shelley Sweet, Faculty Member, BPMInstitute.org and President, i4 Process

So often I see organizational change management as a part of the implementation plan for putting the recommendations and new design of a Business Process Improvement project (BPI) into operation in a company. It should be there, but it needs to start sooo much earlier. In fact it needs to start with the first phase of a BPI project- namely in developing the charter and doing Process Discovery and Modeling.

I just participated in a workshop with a colleague, Anna Ewins of Ewins & Winby, on Organizational Change Management.

BPM Salary Survey - A comparative analysis

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

A must read for business analysts, business process analysts, business process managers, business process designers and business architects.

This BPM Salary Survey report outlines a regional comparison across the USA, Canada and EMEA (Europe, Middle East and Africa). It is based upon the data collected in the BPM 2015 Salary Survey conducted by BPMInstitute.org which represented the first such survey and formed the baseline for our future research in this area.

Simplify Your Processes with Decision Modeling

Download this whitepaper to see how you can reduce the complexity of your process models to increase participant understanding and ensure consistent, optimal execution.

Within business processes lie important decision gateways that direct workflow. These gateways are just as essential to the success of your processes as the process models themselves, and they deserve equal attention. In this whitepaper you will learn how Decision Modeling Notation (DMN) 1.0 gives organizations a standardized way to model decisions, connecting them seamlessly to the processes they drive.

What’s the Value Proposition of BPM?

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

What is the value proposition of BPM and how do I communicate to my senior leadership team is one of the most frequently asked questions on BPM.

In answering this question, the first order of priority is to ensure that people in the organization have a common shared understanding of BPM. In our view, BPM is not just modeling processes, it’s not just launching improvement projects, and it’s not just monitoring process performance for continuous improvement.

Instead, it is all three of these – in other words, the modeling, AND the improvement AND the management of the large cross functional processes in the firm.

Once, a shared understanding of the definition of BPM is achieved, it is then possible to outline the approach, benefits and pitfalls to avoid in BPM to demonstrate the value it can provide.

Some of the key principles and the general approach in BPM are outlined in Table 1 below:

Building the BPM Business Case

9 factors for minimizing the cost of a successful BPM investment One of the first steps to BPM success is to communicate an accurate business case. While the benefits to the business are often clear, what are the most common factors that drive the total cost of your BPM program?

This ‘Building the BPM Business Case’ whitepaper distils the learnings from leading BPM implementations to provide a must-read guide for those of you evaluating BPM solutions. Download the 'Building the BPM business case' whitepaper and discover:

9 factors to consider for ROI optimization
Key questions to ask BPM vendors
Total Cost of Ownership checklists

Factors Affecting the Leadership of Process Improvement Teams

Contributed by:Renée Gendron, Owner, Vitae Dynamics Inc.

Adèle selected her process improvement team very carefully. She needed to ensure that different types of expertise and knowledge were represented. Each of her team mates had specialised knowledge of a particular division of the company. Every single one also came to the table with a unique career path and background. She got to know her colleagues quite well during the interview process and was very pleased with the team she had assembled. They were extremely competent and motivated to improve the company’s operations.

What Cambodian Tuk Tuk's Teach us About Process Improvement

Contributed by:David Hamme, Managing Director, Ephesus Consulting

This past year, I had the privilege to travel to the Kingdom of Cambodia to visit the great temple complex of Angkor Wat. For those not familiar with Angkor Wat, it was built in the first half of the 12th century and is still today the largest religious structure in the world. However, Angkor Wat is but one of hundreds of temple complexes many crumbling ruins spread about the countryside around the present day city of Siem Reap. For those fortunate to visit the area, the best means to travel about the temples is via a rather primitive means of transportation - the Tuk Tuk. The best way to describe a Tuk Tuk is to think of a rickshaw pulled by a moped. Most Tuk Tuk’s have a roof spanning two facing seats. Depending on the size, two to four individuals may ride comfortably. But there are variances to Tuk Tuk’s. At the high end of the market are elaborately hand carved and highly lacquered versions – a work of art unto themselves.

Does Size Matter in BPM?

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

While controversy may continue to exist on whether size matters in areas as diverse as sex, bacteria and even blue whales – there is little doubt that size matters enormously when it comes to Business Process Management (BPM).

Tackling larger, cross functional processes is at the heart of success with BPM. This applies to both process improvement and process management. The potential size of the prize increases proportionally with improvement efforts targeted at larger, cross functional processes such as inquiry to order, order to delivery, request to receipt and idea to launch as these initiatives target critical non-value added activities across department boundaries.