Articles

Case Study: Business-Aligned Decision Framework Approach Provides a “Disruptive” Enabler for Dramatic Improvements in Business Process Management

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Gary DeGregorio has worked in business and engineering process, methods, and tool-applied research for over 22 years. His work focuses on requirements and decision management, decision-based processes, innovation and collaboration frameworks, and knowledge/information architectures, as well as strategic methods and tools for roadmapping. DeGregorio is an Associate of the Motorola Science Advisory Board (SABA), one of the highest awards for technical achievement within Motorola.

BPMS Watch: In Praise of Integration-Centric BPMS

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

It would be easy to come away from a BPM conference thinking the primary objective of business process management is improving human work – making it faster and more productive, less error-prone, more compliant, more flexible and adaptive to changing business needs, and more measurable in support of performance targets. And for many business processes, those are indeed BPM’s goals, both as a management discipline and as a software technology.

BPM, SOA, and EA are Converging

Author(s):

Ralph Whittle

Enterprise Business Architect, Independent Consultant

Many strategic initiatives today are focused on enterprise architecture (EA) development, business process management (BPM) and service-oriented architecture (SOA) development.

Do Things Really Change?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Is anything really new?

The fashion world, television and the IT landscape all have something in common. It often seems like we are seeing reruns: centralize versus decentralize; market proliferation versus market consolidation, privacy versus security, and standards versus innovations. Now, every time you turn around you hear about SOA. Does SOA really matter, or is it just another hard to explain three letter acronym?

First, I believe it does really matter, and that it is different.

Is anything really new?

Becoming A Process-Focused Organization

Author(s):

Daniel Madison

Principal, Value Creation Partners

Process management is comprised of end-to-end documentation, improvement (from radical to continuous), and management of organizational processes. Decisions are data-driven and based on customer satisfaction metrics, quality, timeliness, and cost. The responsibility of monitoring process performance and facilitating process changes belongs to a process advisor or manager. Administering processes is dramatically enabled by business process management technology.

Corporate Process Due-Diligence should include Business Agility

Author(s):

Tom DeBevoise

Co-Author of The Microguide to Process Modeling in BPMN 2.0, www.tomdebevoise.com

Business Agility is the ability to run profitably in changing economic conditions by producing high-quality, customer-focused goods and services. Theorists in business management and technology agree the key to achieving agility is in a focus on business processes.

For instance, In the February, 2007 issue of Harvard Business Review, “How Managers’ Everyday Decisions Create or Destroy Your Companies Strategy”, Bower and Gilbert describe intransigence of sales personnel at dealerships for a leading automotive manufacturer.

Seeing the World from a Process Point of View

Author(s):

Gregg Rock

Editor & Founder, BPMInstitute.org, BAInstitute.org and DBIZInstitute.org

Simon Hayward is chief of research for software and a Gartner fellow emeritus. With an interest in the relationship of business processes, software applications and software infrastructure, he oversees research in the software sector and develops integrative activities between research areas. He will deliver the featured analyst keynote address at the Business Process Management Conference in June in San Francisco.

Business Unit Focused Business Analyst or Technical Systems (IT) Focused Business Analyst: What are the differences?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Companies have long understood the need for project management; but project based business analysis has always been an open item for discussion and displacement. Businesses are beginning to see the value in having the expertise that a business analyst can bring to a project. However, these same organizations continue to struggle with determining the appropriate area of the company that will serve as the best fit for the business analyst (BA) role, in part due to a misunderstanding of the differences between a business unit focused business analyst (BFBA) and a technical sy

Leaping into the Next Generation of BPM

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Molson Coors is the fifth largest global brewer with a combined annual volume of 60 million hectoliters and net sales of more than $6 billion. It leads market share in Canada and in the UK with growth profile in the US and emerging market opportunities in Brazil. Molson Coors employs 15,000 employees worldwide in 18 breweries serving 40 brands.

Coors turned to BPM in 2001 before the merger with Molson to develop a business architecture that would organize its business processes in a structured way.

A Balanced Perspective

Author(s):

Andrew Spanyi

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

Many firms are just doing isolated one-time process improvements with little consideration to deploying the sustainable improvement and management of their large, cross-functional business processes. They don’t realize that the fundamental concepts underlying BPM are all about customer focus and value creation and that requires a different leadership mindset.