Articles

Author(s):

Tammy Adams is a certified process facilitator specializing in Team Facilitation and Business Process Analysis. She guides teams in transforming their process knowledge and business requirements into viable project and system deliverables that incorporate quality principles consistent with quality methodologies such as TQM, Six Sigma, and Lean. She is co-author of, “Facilitating the Project Lifecycle: Skills and Tools to Accelerate Progress for Project Managers, Facilitators, and Six Sigma Project Teams.”

Non-Technical Issues Matter Too

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Too many organizations think they can implement business process management (BPM) efforts with nothing more than a comprehensive set of tools and a good ROI story.

BPMS Watch: BPM’s Evolving Value Proposition

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

I’ve been speaking at BPM conferences for – well, too long, probably – but long enough to see the evolution of BPM’s essential value proposition, as expounded by consultants, industry analysts, and BPMS vendors. Consistent with Darwinian theory, this evolution has not followed a simple linear thread but has branched into multiple lines, some destined to die out and others – hopefully – to flourish. Today I would say there are three distinct branches, three different statements of what BPM is and is trying to do. Each has its own natural constituency and ardent advocates.

BPM’s “Missing Link”

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There’s something wrong with BPM, something terribly wrong. Although the past five years have witnessed great progress in the theory and practice of business process management, if we go back to business-process basics, a fundamental problem with BPM becomes clear.

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

This is the first article in a six-part series dedicated to exploring how SOA and service-orientation relate to and affect business analysis processes and approaches.

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The Virtues of Incrementalism

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Because business process management provides a strong capability for business change, organizational and people issues are huge challenges. Adopting new technology places extensive demands on employees and their managers.

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Teetering on the BPM Strategy Edge

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Bischoff is an international expert on optimizing and automating business processes across silos and the extended enterprise. She also is recognized for her work in Web services, brand strategies, strategic planning, integration, and IT/organization alignment.

According to Bischoff, most organizations are in the “tactical” mode when it comes to BPM. In other words, they are still in the discovery phase when it comes to Business Process Management. Moving from the tactical model to strategic mode is the key to enterprise success and necessary when implementing BPM.

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How Do You Use Enterprise Business Architecture (EBA)?

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

In the article titled Understanding Enterprise Business Architecture, the basic concepts and purpose of the Enterprise Business Architecture (EBA) were discussed. This second article continues the discussion and provides an overview of how to use the EBA. Just remember, the EBA is a model built with rigor and discipline, the same that is applied in the fields of engineering and construction. It is a formal model representing the business as a manifestation the strategy.

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Just Enough Process Management

Author(s):

Tammy Adams

Managing Partner, Chaosity, LLC

It’s easy to get caught up in the frenzy of doing something just to do it. We’ve all seen it happen. Companies who implement full blown quality programs, like Six Sigma, often find themselves lost in a myriad of unfocused green belt projects, unnecessary processes and mountains of paperwork. They did not comprehend the trickle-down impact such an implementation would have on the organization. Does that mean the program is bad? Absolutely not. But its implementation was not tailored to the needs and objectives of the company.

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A Holistic View of Business Rules and the Business Rules Approach

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Business rules are not new. They exist in businesses whether some or all of the business is automated. Not all business rules may be automated. The generally accepted definition of a business rule comes from The Business Rules Group in 2000 as “a statement that defines or constrains some aspect of business intended to assert business structure or to control or influence the behavior of business.” The approach, the Business Rules Approach, is new in its formalism of managing rules and its emphasis on the business as a priority over the systems implementation.

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