Articles

Who Supports BPM in Your Organization?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

It has been almost three years now since BPM was first conceived as a breakthrough technology and transforming strategy so why is it that many organizations have still not fully implemented BPM technology let alone developed an enterprise BPM strategy? One key factor is the lack of focused IT support. Who supports BPM in your organization? Most organizations will answer – “Well, there really are multiple people…” and those are the ones who don’t just give you a blank stare.

Business Performance Management Meets Business Process Management

Author(s):

Janelle Hill

VP & Distinguished Analyst, BPM Research, Gartner Inc.

Interest in business process management (BPM) continues to accelerate. Users increasingly offer the right responses to questions about their interest in BPM technology. Despite good business drivers, however, many companies struggle to get started. Too often, the business leaders can’t agree on what it means to be ‘adaptive’ or ‘more efficient.’ Until business leaders agree on process and performance goals and quantify metrics that reflect these objectives, any BPM initiatives will be investments in technology for technology’s sake.

The Process-Centric Company and the Value of BP Frameworks

Author(s):

Ken Orr

Founder & Chief Scientist, The Ken Orr Institute

Ken Orr is the founder and chief scientist for The Ken Orr Institute, a business technology research organization. He is an internationally known and recognized expert on technology transfer, software engineering, information architecture, and data warehousing.

Performance Measurement: Correcting Measurement Myopia

Author(s):

Andrew Spanyi

Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

This article originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.

BPMS Watch: BPMS and Business Rules

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

From its earliest beginnings back in the 1980s, process automation technology has always emphasized the notion of “rules-based” logic. Meanwhile, in parallel, a completely independent technology evolved for the enforcement and management of business rules, primarily for decision support. While many BPMS vendors have shamelessly promoted their own process models as examples of “business rules,” process engines and business rule engines – and their respective notions of rules – are actually very different.

Case Study: Process Thinking Applied to a Large Merger

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The $20 Billion Dow Chemical Company merged with the $6.5 Billion Union Carbide Corporation in 2000. The combined company had to merge thousands of operations worldwide in a short time. Stephen Graham was in charge of the merged supply chains. He analyzed the work processes, sub-processes and associated activities so the merger would work from the first day.

Dow Chemical used the “Most Effective Technology” (MET) concept, with alignment to the business strategy, the metrics, and the organization.

Graham pointed out that over 60% of mergers and acquisitions fail to create value.

Managing Processes for Performance: Applying Performance Management to your Business Processes

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Business Process Management (BPM) technology continues to grow and mature. Yet the breadth and complexity of business processes seems to be expanding at an even faster pace.

Driven by massive reductions of transaction costs, a new generation of business redesign possibilities is being exploited by businesses to gain competitive advantage.

The Case for Establishing a BPO

Author(s):

Tom Dwyer

Editorial Director and current Faculty Member, BPMInstitute.org

Weak supply chain agility, poor management visibility and control, inefficient productivity and utilization of resources, and inadequate risk management are the results of poor processes. Slow delivery of IT solutions to improve these process problems results in lost...

Is There a Source Rule Repository for Real Business Rule Management in your Future?

Author(s):

Barbara von Halle

Managing Partner & Founder, Knowledge Partners International LLP

More and more corporations are realizing the benefits of separating and externalizing their business rules from code, documents and even people’s heads. Fortunately, there are business rule harvesting methods (such as KPI STEP™) and BRE technology that is in place today that assist corporations in documenting, analyzing and implementing business rules in a separate technology. One critical issue to address is where an organization will store the business rules aimed at the business audience. What tools should they use for their source rule repository?

BPM: Think Strategically Yet Buy Tactically

Author(s):

Janelle Hill

VP & Distinguished Analyst, BPM Research, Gartner Inc.

The market for Bus Process Mgt Suite (BPMS) tools is still an early, emerging market with over 150 software vendors vying for leadership. Typical of emerging markets, there will be multiple waves of consolidation over the next 2-5 years, as buyers become savvier and...