Articles

When a Good Design is Not Enough

Author(s):

Andrew Spanyi

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

In spite of significant advances in both improvement methods and enabling technology, the success rate in implementing complex process redesign projects still hovers around 33% and has not changed that much over the past decade. When a good process design does not get implemented, it’s often due to insufficient focus and attention on accountability, governance, resources and momentum. Results can be compromised whenever there is insufficient attention to one of these factors.

3 Compelling Reasons to Implement a BPMS

Author(s):

Anthony Murphy

Director / owner, Lithe IT Ltd

As with many IT professionals, I was first attracted to BPM by the capabilities offered by BPMS technology to increase business agility and reduce costs. Working as an IT Director, I identified two compelling reasons to invest in a BPMS. The first was that it offered a low cost and effective solution for automating administrative business processes, thus reducing operating costs. I secondly saw it as an effective solution to achieve a stated business aim of continuously improving processes at low cost, where the pace of change would be rapid.

Classifying Decision Model Structures

Author(s):

Larry Goldberg

Managing Partner, Knowledge Partners International LLP

(How to Recognize, Classify, and Validate Common Logic Structures)

It is not by accident that all decision models look similar. The similarities reflect the rigor of The Decision Model principles, the most important being mandatory adherence to Decision Model First Normal Form. These similarities are useful because they make it easy for people to understand and validate decision models, as there is only one way to interpret one. This is a major advantage of The Decision Model over other approaches for representing business logic.

However, this month we focus, not so much on the similarities among decision models, but on their differences. More than that, we explore the idea of classifying decision model structures based on differences in their logic.

Below, Part 1 summarizes the similarities among decision models. Part 2 does the same for their differences. Part 3 introduces three fundamental Rule Family classifications so you can recognize them and use them for validating business logic.

Distributed Architecture of Enterprise Information Systems

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

According to AIIM & Accenture Surveys report – in the next few years’ volume of information produced by our civilization will be doubled. Report also points, that arrangement will be split into 20% of structured data and 80% of unstructured data. Following this analysis, Gartner (Feb 2008) points that “By 2009 ECMs will become the focal point for empowered managers, enabling proactive or reactive responses to opportunity and threat scenarios”.

Which is Best for Us? Top Down, Bottoms Up, or Middle Out

Author(s):

Shelley Sweet

Faculty Member, BPMInstitute.org and President, i4 Process

This article is the second article in this series. These two articles look at organizational culture and three strategies to become a more process oriented organization.

Process maturity assessment has become popular in the last few years, as companies want to understand their current level of maturity and what it entails to get to the next level. But once you assess where you are on a process maturity scale, what kind of approach is best for your organization – top-down, middle-out, or bottoms-up? How would you know, what steps should you take, and what challenges might you anticipate?

When Should You Automate a Business Decision?

Author(s):

Vijay Pandiarajan

Product Marketing Manager, IBM

Automated business decision-making provides a significant competitive advantage for companies today because, generally speaking, the faster you can decide on the right response to an opportunity or risk, and consistently act on it, the better the business outcome will probably be. By automating key operational decisions, those day-to-day, repeatable decisions that run the business — like what loan application to approve or reject, what product to offer a new customer, when to trigger an agent to call back a client to assist, when to re-route cargo, etc.

Change Management – What is it and Why it Matters?

Author(s):

Izabela Waglay

President, EELI Group Inc.

When introducing anything new in our individual life, in an organization or society at large, we intuitively recognize that that introduction of change must be managed or we will not achieve what we have set out to do. Same applies when we introduce new technology including BPM automation. Very often we establish a change management team. We go through the mechanics of managing change. Why then the implementation of new technology such as BPM often does not deliver the expected benefits? Why the adoption and internalization of the change is sl

Business Analysis Certificate Program Features The Decision Model

Author(s):

Barbara von Halle

Managing Partner & Founder, Knowledge Partners International LLP

REI (Recreational Equipment Inc.) is a member owned co-op, selling outdoor recreation & sporting goods, and clothes via some 125 retail stores in about 30 states, catalogs, and the Internet. Charles specializes in requirements facilitation workshops, root cause analysis, detailed functional specifications, data analysis, strategic planning and business case dev

Management Structure for Process Success

Author(s):

Pat Dowdle

Process Strategist, Process Strategy Group

One of the end goals of any process-based effort (BPM, LSS, CPI, PBM, etc) should be instilling process thinking throughout the organization – But how do you do it? A key to developing a process-based organization is identifying and implementing a management structure that promotes and supports your process efforts.

Terminology Wars: Coming to Terms with our Terms

Author(s):

Diana Krohn

Sr. Enterprise Architect, United Airlines

Where Did We Go Wrong? Business Architecture initiatives can be quickly derailed by a failure to align on vocabulary. A seemingly minor verbiage problem can hinder adoption, cause confusion, and alienate your audience. Let’s examine the role of terminology, the current state of business architecture terminology, and how to prevent terminology from impeding your initiatives.

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BPMInstitute.org

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