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 81 - 90 of 1542 resources matching your criteria.

How Agile is your Operating Model?

Contributed by:Andrew Campbell, Mr, Ashridge Executive Education

Let me start with a definition of agile as it applies to operating models or processes: “being able to turn on a dime for a dime” and “being able to change faster and more cheaply than your competitors”. These phrases are taken from Craig Larman, who was part of the team who coined the term agile as being relevant to the lean and six sigma community. In this community, agile is associated with short-period (often six-week), test-and-learn projects, at the end of which priorities and direction can be reset based on what has been learned. It is also associated with “minimum viable product”: the way of testing a new idea.

Using BPM to Meet Today’s Investment Management Industry Challenges

Contributed by:Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

In today's demanding business environment that rewards flexibility, speed, quality, efficiency, effectiveness and innovation, a strategically competitive middle- and back-office strategy and its operational execution can be a roadmap to achieve sustainable competitive advantage. Business Process Management (BPM) helps an asset management company achieve these characteristics in the components of its value chain. Applying the BPM discipline achieves measurable process improvements that lead to organizational performance improvements in the middle- and back-office.

Middle- and BACK-OFFICE challenges

How to Be Agile in a Non Agile Organization (Part 1):

Contributed by:Jamie Cooke, Managing Director, Both Hemispheres, LLC

Delivering Agile Projects within Structured Project, Process and Quality Management Frameworks

The most important factor in successful Agile adoption (and expansion) is aligning it to the culture, standards and constraints of your organization. Even the most effective Agile project work risks losing executive support if it cannot meet the overarching management, compliance, administrative and reporting structures established by the organization. Unless you are in the unique position of being able to adjust your organizational structures to suit the flexibility of Agile approaches, you will need to find a way for your team’s Agile work to comply with these corporate standards. Thankfully, this is an achievable goal, although it may take some creative thinking to make it work within your specific organizational constraints.

Enticing Executives with Visual Analysis

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

Once you have your current state model, what do you do with it? How do you share it with the Process Owner and Executive Sponsor and spark their interest? My experience is that executives looking at a model that is 30 to 60 steps long are impressed and say something like, “Wow, that process is complex. I can see it has a lot of steps which could take a long time.” But they are not interested in reviewing every single step and getting into the details.

The Single Best Measurement of Agile Success

Contributed by:Robert Woods, Director, National Agile Practice, MATRIX Resources

…is not working software.

Tell me if this sounds familiar. Organization A decides to adopt Agile methods and begin the lengthy and possibly (probably) expensive transformation process. In doing so they engage in lots of training, read books, attend conferences and listen to webinars. They engage a consulting organization to help coach the change. But, after a period of time has gone by someone brilliantly asks,

“So, are we better for having done this?” Great question.

Many companies have no idea whether or not these Agile methods are actually helping the bottom line and the way we deliver overall. We figure that if teams are sprinting and doing retrospectives we must be better. If teams are co-located and I see sticky notes on the wall, we must be better.

4 Tips to Maximize Project Walls

Contributed by:David Hamme, Managing Director, Ephesus Consulting

Projects create a maelstrom of documentation - charters, workplans, issues logs, process flows, requirements, solution designs, parking lots, and many more. With the deluge, invariably some of the documentation is relegated to the hard drive of death – hidden out of the view of those who might benefit from its availability.

Modeling Standards are Key to Scaling BPM Adoption

Contributed by:Glenn Smith, President, BPMPros LLC

OK, you have completed a successful pilot BPM project and your organization is now committed to a major enterprise BPM initiative. There are many steps you need to undertake now, too many for a single article such as this, but in this article we will explore one which is often overlooked. The BPM industry, both tool vendors and consultants, like to talk about how much simpler it is to develop solutions with BPM than with traditional programming tools. While this is certainly true, too many organizations interpret this as license to short-cut the disciplines which they have found to be necessary in all other forms of solution development. This article will discuss the importance of modeling standards, provide guidelines on how to develop appropriate standards and perhaps most important how to make them an integral part of your process.

Four of the Top Reasons for Operational Excellence Failure

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

Given that operational excellence (Op Ex) was built on a solid foundation of total quality management principles, it’s a bit surprising that as many as two thirds of Op Ex programs fail to meet expectations. While there are many reasons accounting for the failure of enterprise wide Op Ex programs, the following are arguably the top four in my experience.

Lack of Purpose

Career Options for Business Analysts and Project Managers

We live in times where the only constant is change. Efforts to shift to Digital Business and transformations are underway everywhere. It's no wonder that many of our members, especially analysts and project/portfolio managers, are trying to figure out where they'll go next in their careers and what types of skills they'll need to have continued success. This webcast brings together three preeminent subject matter experts to provide you with insight into three disciplines that we believe have staying power and are potentially a good fit for you and your career. For each topic, we discuss:

Agility in Requirements Gathering

Contributed by:Ahmet Akal, Assistant Vice President, U.S. Bank

Requirements gathering should be done mindfully. Then there is this world we are living in, which requires agility, right? Well, can mindfulness and agile be imagined together?

Once you can imagine this your requirements will be solid and done right, and you will obtain agility. Your sign-offs will be also achieved smoothly. It won't stop there. Development, unit testing, functional testing and UAT will be smooth as well, including your org readiness efforts, along with your usage uptake and learning experience. Does this sound like it is out of this world, or in Utopia as most of us know this is not a very easy thing to achieve?