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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 91 - 100 of 1542 resources matching your criteria.

How to link process and organisation structure?

Contributed by:Andrew Campbell,  Mr,  Ashridge Executive Education

In the last twenty years we have become very good at mapping and improving processes; but we still have poorly structured organizations. Can we use our understanding of processes to improve organization design?

A process exists to deliver a positive outcome to a customer or beneficiary. Sometimes the beneficiary is the person who does the work, as when you make a cup of coffee for yourself. But most processes in organizations exist to do something of value for an external or internal customer, who is not the person doing the work. This principle, deliver value to the customer, lies behind one of the great developments in process work – Lean. By analysing a process with a focus on what is needed to deliver value to the customer and eliminating everything that is not needed, a process becomes Lean. But Lean tells us little about how the work and people involved in delivering the process should be structured into an organization.

So let me try to make a connection.

Innovating your Operational Excellence Program

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

Inside the four walls of most companies today, you will find Operational Excellence (OE) or Process Excellence (PE) programs aimed to accelerate the improvement activities of a business. The titles of the programs may or may accurately depict the actual work, as there are no universal definitions for OE or PE. In general, OE programs improve the scalability, reduce cost, increase flexibility, improve quality or adjust the strategic focus of the value creation engine. PE programs historically focus on similar goals, but using processes as the foundational improvement construct. Many consultants and process practitioners speak of the convergence of the realms of OE and PE. This is an important change in business improvement planning. Many of us have learned that processes are very effective tools to use as the basis for planning and executing strategic and operational improvements.

Building a SIPOC Diagram

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

A SIPOC diagram represents a high-level view of a process. It shows the Suppliers, Inputs, Process, Outputs and Customers. The SIPOC Diagram plays an important role in Process Definition/Improvement and should ideally be done first before embarking on extensive process mapping. An analyst – in collaboration with other stakeholders – may use it to arrive at a consensus on the process before moving to a greater level of detail. To emphasize putting the needs of the customer foremost, the tool is sometimes called COPIS and the process information is filled in starting with the customer and working upstream to the supplier. It is very helpful to give people who are unfamiliar with a process a high-level overview.

Under what scenarios might you use a SIPOC diagram?

4 Questions You Should Ask Yourself Before Automating Your Business Processes

Contributed by:Sai Sundhar Padmanabhan,  Product marketing manager,  OrangeScape Technologies

There has never been a better time to jump onto the automation bandwagon. The process automation bug is hitting companies left, right & center and these are times when companies that are helping other companies automate their processes are prospering like never before. Hence, it is quite natural that you could do a google search and a flurry of “N reasons to automate your business processes appear on the results. But, what nobody would ever tell you is to ask yourselves why you need to automate in the first place. Because, that would make you think and maybe process automation isn’t for everybody. Let me explain to you some scenarios where you need to ask yourself why it is necessary & here are those.

Does my cost outweigh my benefits?

How to Work With Challenging Product Owners - Part 2

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

 The "Kid in a Candy Store" Product Owner and the "See Saw" Product Owner

This is the second of two articles that address the specific challenges you may be facing in your work with Product Owners. The first article focused on two very different types of Product Owners: The "Big Picture Thinker" and the "Aspiring Developer". In this article, the focus is on two types of Product Owners that appear to be different on the surface but who create surprisingly similar challenges for the Agile team: The "Kid in a Candy Store" Product Owner and the "See Saw" Product Owner.

How to Build BPM Improvements That Work and Stick

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

The 3E model below provides an approach for any company to think about how their organization can start, grow, and make process improvement durable. With this approach the company improves customer satisfaction, operational efficiency, and execution excellence.

The 3E Model

EXPERIMENT - Keep It Small and Simple

The Leadership Engine for the Journey to Operational Excellence

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

In order to initiate Operational Excellence we focus on establishing the structures, tools, methodologies and systems required. The manage program phase sustains that work by providing ongoing oversight and leadership for this initiative. In this phase the executive leadership attends to the following ongoing responsibilities:

• Sets and deploys enterprise goals and strategies via core business processes.
• Manages program-level plans and accountabilities.
• Monitors priority process performance and related interventions.
• Maintains alignment between enterprise structures, systems, and core business processes.
•Leverages best practices across the enterprise.
The ultimate objective is that these responsibilities gradually become integrated into the fabric of enterprise management practices. That is, they become “the way we do things around here.” We will discuss these responsibilities in greater detail in the following.

Busting Organizational Silos with Business Process Management

Contributed by:Samantha BureauJohnson,  VP, PMO and BPE,  BCBSNC

Today’s business is global, spanning across supply chains, project delivery chains and changing fundamental business models. It is harder and harder to get clear line of sight into and accountability for how a business is operating. In addition to the shift to a global model, businesses require a matrix to link together the conventional organizational structures of functional and divisional models. Traditional business management models are not keeping up with the need to be more adaptable to the customers and markets they serve, thus the introduction of matrix management models.

A matrix model can be extremely effective if you can resolve the inherent conflict it creates. This takes hard work and active engagement to manage. Alexis Writing’s article “Different Types of Organizational Structure”, gives a good description of the matrix challenge.

Matrix

The Leadership Principle: Executive Impact on Agile

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

It’s not a secret anymore. I’m not sure it ever was a secret.

There are many differentiators that can ultimately impact whether or not an organization succeeds or fails in their adoption\transformation with Agile. But, none are as impactful as that of leadership influence. We’re not just talking about the “I don’t care what you call yourself as long as I get what I want faster” apathetic leadership. We’re talking about something much more meaningful and impactful.

DMN – To FEEL or Not to FEEL

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

As the number and maturity of platforms supporting the Decision Model and Notation (DMN) standard continues to grow, it is time to take a look at the third Conformance Level defined in DMN. The Friendly Enough Expression Language (FEEL) is the language used by DMN to formalize decision logic in applicable points of a decision model. Conformance Level 3 supplements the notation and modeling in Conformance Level 1 and the decision table support defined in S-FEEL (simple Friendly Enough Expression Language) of Level 2 with the full FEEL expression language. FEEL provides powerful capabilities to satisfy the needs of DMN:

  • Built-in types, functions and operators
  • Enables a formal expression that can define every decision in a model
  • Formal expressions that may be encapsulated as functions • Supports abstraction, composition, and scalability

With this capability in mind, let’s remind ourselves of the stated goals of DMN:

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