Articles

Bringing Analytics into Processes Using Business Rules

Author(s):

James Taylor

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

As more and more companies adopt Business Process Management Systems (BPMS) to automate key business processes, they are also seeing the value of enhancing this technology with Business Rules Management Systems (BRMS). When processes rely on complex business decisions, it makes more and more sense to use business rules to automate these decisions. Not only are business rules better for delivering clarity and agility in decision-making, the use of a BRMS allows rules to be shared across processes, across BPMSs and between a BPMS and other implementation platforms.

SOA Maturity Model: Compass on the SOA Journey

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

As we start planning our Service-Oriented Architectures, we are faced with a host of decisions such as: Where to start? How should the architecture be built? What gaps exist within the current architecture and which technologies should be used to complete these gaps? Who should be involved and what training should they undergo to be prepared? These are some of the questions that one may ask at the outset.

Organizations are all inundated with information about SOA and the steps required to create, design and implement their SOA.

Process Powered E-Gov: Does Your Agency Grok Process

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Peter Fingar is an Executive Partner in the digital strategy firm, the Greystone Group. He is one of the industry’s noted experts on business process management and a practitioner with over 30 years of hands-on experience at the intersection of business and technology.

Peter Fingar is an Executive Partner in the digital strategy firm, the Greystone Group. He is one of the industry’s noted experts on business process management and a practitioner with over 30 years of hands-on experience at the intersection of business and technology. He is coauthor of the books: “The Real-Time Enterprise: Competing on Time”, just-released, and “Business Process Management: The Third Wave.”

Fingar began his presentation by pointing out that government and business are essentially similar in that they both:

Have customers to serve

Need a high quality of service

Need to tear down stovepipes of information to be more effective

Process Documentation: What is End to End Anyway?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Documenting business processes has become an important initiative for many Organizations. The advantages of identifying, understanding and evaluating key business processes to determine their effectiveness in meeting business objectives has been recognized for some time. There are many methodologies and tools available today to aid in capturing information about how a business performs its day-to-day activities in order to achieve desired efficiencies and cost reductions. A common approach integral to most methodologies is to develop an end-to-end process flow.

Creating the “To Be” Process

Author(s):

Daniel Madison

Principal, Value Creation Partners

One way of building To Be processes is to start with the ideal. The ideal stretches the organization to achieve results and execute far beyond the norm.

A powerful example of working from the ideal can be witnessed at Toyota. This company has a vision of an organization, process, machine, or person that:

Is defect free,
Can be delivered one request at a time,
Can be supplied on demand in the version that is required,
Can be delivered immediately,
Can be produced without wasting any materials, labor, energy, or other resources, and

Seeking the Upper Levels of the Rule Maturity Model

Author(s):

Barbara von Halle

Managing Partner & Founder, Knowledge Partners International LLP

The KPI Rule Maturity Model (KPI RMM or RMM) has been a valuable management tool for organizations due to its simplicity and practicality. It provides a straight-forward, customizable business rule roadmap for organizations, charting success with a business rules...

BPMS Watch: Make Way for BPM 2.0

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Two or three years ago, when I began speaking at BrainStorm BPM conferences, I coined the term “BPM 2.0” to refer to new tools that allowed “process without programming.” That technology, featuring integration adapters that could introspect enterprise information systems and turn them magically into “services” ready for orchestration in a business process, was the beginning of the convergence of SOA and BPM. Looking back now, however, I think a better term might have been BPM 1.1, or “integration without programming.” Today it’s safe to say that not everyone i

Getting Started: How to Increase the Odds of Initial Success

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Many organizations are looking to business process management (BPM) solutions to improve organizational effectiveness through the enablement of key process improvements.

Case Study: Improve Business Performance with BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Peter Falk has been a systems engineer in varying capacities with Wells Fargo since 1997. Falk has acted as the project manager and technical lead on several large outsourcing projects and on large and small-scale application upgrades. He currently manages a team of engineers who supports the document management group as well as other assorted applications in use at Wells Fargo’s Employee Service Center in Phoenix.

Wells Fargo is a diversified financial services company encompassing a collection of acquired financial institutions.

Business Process Management: Why Do You Model?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The first question most executives ask when I explain how we organize an improvement project is along the lines of “can we skip the process modeling?” They either believe all the processes have already been modeled or they know their employees are saturated from all the modeling or other consulting efforts. The reality is that I rarely find off the shelf materials (process and metrics models) that I can use without significant rework. In this article I want to make a case to model less, not more. Let’s start with why you model.

Modeling for the purpose of modeling.