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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 161 - 170 of 1542 resources matching your criteria.

The Benefit of Cultivating a Process Perspective

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

For Six Sigma, Lean, Reengineering and other process practitioners, it is in our nature to adopt what I label a process perspective. Whether consciously or subconsciously, we think in process terms. Every activity is a series of steps and we cannot help but introduce improvements with the passage of time. This pattern of behavior often transcends our work life… and enters into our personal life – sometimes to the chagrin of our family members.

The Role of Conflict Resolution in Implementing Process Change

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

Corinne was at first very pleased to have been asked to implement a process change. She was the one who first identified a problem in operations and who suggested a few modifications to the procedure. After raising the matter several times over many months with senior executives, she finally received the go-ahead to make the necessary changes.

As Corrinne approached her colleagues with the idea of changing the process, she was at first greeted with support. Her work environment was generally professional and courteous. But the more Corrinne engaged her coworkers about the idea of changing a process, the more subtle the pushback she received. Confused, Corrinne pressed on with figuring out a way to bring the different departments together to have a conversation about changing the process.

2015 Business Process Management Salary Report

Examining the profile, skills and compensation of BPM professionals around the world. The 2015 BPM salary survey of BPM Professionals represents the first such survey by BPMInstitute.org and as such will form the baseline for future research in this area. The objective was to examine the profile, skills, and compensation of BPM professionals around the world. This research examines factors such as age, gender, education, job satisfaction, salary and bonus, certification, background, and other characteristics. Respondents from USA, Canada, Europe, Asia, Middle East and Mexico provide a truly global flavor to the survey. On an international basis, nearly 70% of respondents were male and 30% were female and 57% of respondents were between the ages of 26 and 45. 61% of respondents were employed in organizations with annual revenues greater than $50 million per annum. Includes:

Collaboration is Not a Four Letter Word

Contributed by:Brian Stucky,  Managing Director, Business Decision Management,  Allegiance Advisory Group

Collaboration and agility have always been noted as key benefits of business rule systems – collaborate and be agile! This has typically been discussed in terms of rule management – enabling business user control over an established rule base. But this often overlooks how we first get to a baseline rule base.

Process Ownership

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

The late, great Yogi Berra once said, “Baseball is 90% mental and the other half is physical.” We could say something similar – “process ownership is ninety percent leadership and the other half is management.”

Process ownership was arguably first described by Dr. Geary Rummler and Mr. Alan Brache , in their book ,Improving Performance: How to Manage the White Space on the Organization Chart in 1990. They described the role of process owners as one which intended to “oversee the cross-functional performance of a process.” Note that it did not attempt to “represent a second organizational structure” - instead it was described as a role that emphasized collaboration across organizational boundaries.

The Life Cycle of BPM Centers of Excellence - Part 2

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

In Part 1, I discussed how one BPM Center of Excellence (COE) started as a centralized organization and then after 2 years moved some of the BPM Practitioners into specific operational units and disbanded the centralized group.  Part 2 continues with the life cycle of this use case in its second stage, ‘decentralization’ and then continues to a third stage.

How Do I Know This Is The Right Process?

Contributed by:Glenn Smith,  President,  BPMPros LLC

If you have been involved in very many BPM projects you have inevitably seen some which progressed through the entire development lifecycle with no major warning signs only to fail when put into production.  They fail because the delivered system does not solve the problem which the business needs solved.  They typically go through a complete lifecycle with verification at each stage.  The Business writes its requirements.  Business Analysts turn these into a functional requirements document, approved by the business.  The development team creates then implements designs and finally QA tests the system and verifies that it satisfies the documented requirements.  Yet in spite of all of this, the resulting system is not usable for its intended purpose. 

Eliminating the Strategy Execution Gap with Business Process Management

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

In today’s corporate circles, strategic planning and its execution are commonly identified as two separate endeavors - one is built in the boardroom, the other completed at the ground floor of the business. Leaders routinely express frustration about what is termed the strategic execution gap – how the strategy they created is rarely executed smoothly or as it was intended. At the ground level where the strategy is to be deployed, employees complain that the strategy is so vague as to be unactionable or else it is altogether misdirected. The result of such failures is strategic stagnation and lost opportunities to gain market share. While a host of theories have been proposed as to how to minimize the strategy execution gap, I believe the best approach is to eliminate it all together – to make strategic planning and execution a concretely connected endeavor using a Business Process Management toolset.

Organizational Alignment

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

For decades, the question that has been observed to be top of mind for many executives is “How should we be organized to be able to achieve our strategic objectives?”

Perhaps that explains why leaders select reorganization or restructuring as the single most frequently practiced method of change management. To test this out, simply ask yourself how often your company has modified the organization chart in the top two to three levels during the past three years? If you answered less than three times, you are probably in the minority.

The Life Cycle of BPM Centers of Excellence - Part 1

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

The number of companies that have a BPM Center of Excellence  (COE) has not grown over the last eight years (It’s stable at about 34% according to a BPTrends survey.). In trying to guesstimate why that might be happening, I have been asking these questions:

1. When do companies start a COE and why?

2. What do COE employees do?

3. How do COE’s change and what causes these changes?

This article focuses on the last question, but responds to the first two in the specific examples. 

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