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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 201 - 210 of 1542 resources matching your criteria.

Design with the End (User) In Mind

Contributed by:Karen Tricomi,  Consultant,  The Process Geek
Introduction

Stephen Covey advised us to “begin with the end in mind.” That would seem an obvious place to start whether we are designing a process, a product, or a software application. However, it’s surprising how many designs seem to have anyone but the end user in mind. In this piece we’ll take a look at several examples of where designs fall short, and suggest how good requirements practices can help produce sound designs.

Can You Build and Measure an Improvement Culture?

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

This is such a simple but such a critical question.  And it has several critical elements:

Build – meaning this is going to take some time and it will start at one level and grow to another level.

Improvement – in other words we want to have an organization that wants to keep improving itself, which is necessary for any organization to succeed.  If it doesn’t grow, it dies.  But here the word is improvement – keep getting better, probably in several arenas.

Culture - the set of shared attitudes, values, goals, and practices that characterizes an institution or organization--a corporate culture could be  focused on the bottom line

Let’s define success first.  How would you know that you had an improvement culture?  What would you measure and what would your score be?

Here are four determinants you could use:

NIEM - A Model for Sharing Government Information

Contributed by:Ken Mullins,  Senior Principal,  MITRE Corporation

“Information is a source of learning. But unless it is organized, processed, and available to the right people in a format for decision making, it is . . . not a benefit.”– William Pollard

Chief Process Officer

We live in a continuously changing business environment, which moves ever-closer to a more-connected digital world. Successful organizations need to be proactive and adjust quickly. Therefore an increasing number of organizations establish a Business Process Management Discipline (BPM-Discipline(tm)) in order to move their strategy into execution at pace with certainty. As any other management discipline, the BPM-Discipline is established through the appropriate business process, the process of process management. This new process is led through an emerging top management role, the Chief Process Officer (CPO). The CPO manages the process of process management in a way that it creates value by executing the business strategy across organizational boundaries, like departments or divisions. The CPO is the "value scout" of the organization.

Systems Thinking in Business Process Management

Contributed by:Larry Cooke,  Principal,  LH Cooke & Associates

In walking the line on Business Process Management (BPM) analysis and implementation, two valuable and non-technical skills are Experience and Judgment.  Learning the latest techniques such as Agile, Lean and Six Sigma are filling the training pipelines.  These skills are useful. Still, I recommend a second look at areas which are not currently in the forefront of practitioner popularity.

Effectiveness: Making BPM relevant for CEOs/CFOs

Contributed by:Gagan Saxena,  VP Consulting & Principal Consultant,  Decisions Management Solutions

Decision modeling adds explicit effectiveness metrics to the more generally accepted efficiency metrics generated by business process modeling,giving the full picture to the Executive Suite. Process efficiency measures throughput, costs, error-rates and similar, while process effectiveness measures whether the process is fulfilling its purpose - picking the most profitable customers, for example. Most business process management metrics focus on efficiency measures since effectiveness measures generally depend on the decisioning logic embedded within processes. Explicit decision modeling turns a spotlight on process goals and associated effectiveness metrics. Executive leadership can now balance and trade-off efficiency measures like throughput with effectiveness measures like profitability.

Lean Six Sigma Roles in BPM? Don’t Fight - Join or Complement

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

BPM and Lean Six Sigma are not the same, but should they be enemies or partners?

BPM is defined by BPMInstitute.org as:

Business Process Management is the definition, improvement and management of a firm’s end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm:

Meet the Author: Shelley Sweet, renown BPM expert and author of The BPI Blueprint

The BPI Blueprint provides you with a detailed plan of action to create results the first time, inspire leaders of business processes, and build invigorated skilled teams. So if you're looking for a simple, no nonsense, guide to help you develop and manage effective Business Process Improvement projects, regardless of your experience level, you've got the right book. In this conversation we will explore why Shelly wrote the book, how it's different from other books in the field, what you'll learn from the book, and how you can use its practical guides to make your projects easier and more successful.  We'll talk about the audience for the book (it's for more than BPM practitioners), and specific topics that can help your BPI projects, including: Getting Started

Difficult People in the Virtual World - (part 2 of The Virtual Team Facilitator)

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

Difficult people can disrupt any meeting, and we all know their frequent styles and behaviors from face-to-face meetings.  These are people such as the Heavy Talker, the Technical Expert, and the Know It All.  Below are some more difficult people that apply in the virtual meeting.  (Of course many of these roles apply in the face-to-face meeting as well.) 

The Late Comer.  You need to have the virtual tool set up at least 15 minutes ahead for a long meeting (over 2 hours) and 10 minutes before for a shorter meeting.  Welcome people as they come on.  Then at the start time, tell everyone you will start now or wait for 2 more minutes, and then start.  When new people come in, welcome them and move along.

The Consequences of BPM without BDM

Contributed by:James Taylor,  Faculty Member, BPMInstitute.org and CEO and Principal Consultant,  Decision Management Solutions

When BPM is pursued without pursing Business Decision Management—BDM—in parallel the direct consequence is that decisions become an afterthought in the processes that need them. In contrast, applying BDM techniques and technologies in parallel means that decisions are identified, managed and improved distinct from processes resulting in increased agility, simpler processes and improved consistency.

The risks of failing to manage processes and decisions are:

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