This interview originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.
Best Practices in Business Process Management
Business process management is a top priority for organizations today. The BPM market is hot and it is important to know what the basic steps of BPM strategy are and who the vendors are and what they offer. The scope of what BPM is and what it can do for your organization is changing. There is still a lot of hype, so everyone needs to know who is doing what, and how well it works. Every organization needs a BPM strategy and a comprehensive deployment plan.
The Customers Win through BPM
Forrester defines BPM as: The designing, executing and optimizing of cross-functional business processes that incorporate systems, processes and people.
BPM systems are being used with increasing frequency inside organizations to improve the effectiveness of their core operations.
The Fast Track: From Buried Business Rules to Managed Business Rules (KPI RMM Level 0 to 2 in a year)
How does a conservative government organization fast track a paradigm shift? One method that has worked well is to keep the change process so simple that the lure of it is irresistible. This is precisely how it happened at the New York State and Local Retirement System (NYSLRS). The paradigm shift is one towards Business Rule Management (BRM). The change process is the User-defined Function Approach (UDFA). The measurement of success was provided by Barbara von Halle, founder of Knowledge Partners, Inc (KPI).
Introducing a Cornerstone of the Business Rules Approach: The Rule Maturity Model
Business rules represent an important organizational knowledge asset. But this does not imply that it is appropriate for an organization to harness and manage all of its business rules in a formal way. Rather, an organization should identify the important business...
BPMS Watch: Without a BPMS, It’s Not Really BPM
This is the first installment of a monthly column. My focus is software technology dedicated to automating, integrating, and managing business processes, the building blocks of so-called business process management systems (BPMS). I readily admit that within the BPM community there is a contingent that believes BPM has little to do with software, that it’s really a new way of thinking about the business.
Back To The Future – Lessons Learned From Past Futures
Leading companies are integrating and optimizing end-to-end business processes and crossing traditional IT system boundaries within organizations. In addition to requiring a good integration strategy, this trend forces companies to adopt process orientation and explore BPM as a technology to orchestrate, optimize and increase flexibility.
Brett Champlin is an internal Process Consultant who leads business and IT process redesign projects. He led the development of an enterprise process model repository and the selection of the enterprise process modeling, analysis and design tools.
The Four Tenets of Service Orientation
The Four Tenets of Service Orientation
SOA has become a well-known and somewhat divisive acronym. If one asks two people to define SOA one is likely to receive two very different, possibly conflicting, answers. Some describe SOA as an IT infrastructure for business enablement while others look to SOA for increasing the efficiency of IT. In many ways SOA is a bit like John Godfrey Saxe’s poem about the blind men and the elephant – each of the men describes the elephant a bit differently because each of them are influenced by their individual experiences (e.g.
Back to the Future
Every new wave of industrial and information technology has brought prognostications about what it would mean to the workplace. Usually, these predictions are either wildly utopian, claiming universal application, or dystopian, warning of dire consequences. Typically, neither extreme comes to pass.
Optimizing Business Processes for Performance Management
Businesses today are trying to be more effective in their operations to optimize results. Though ERP systems have automated transactions, organizations still cannot manage themselves. Measuring and monitoring from a business process context is essential to manage operational performance and the framework for developing a process-centric view for measurement of an organization is an essential step to maximizing operational performance. Business intelligence and business process management technologies are converging to support new capabilities.
