To many people, BPM is essentially a management discipline that replaces traditional organizational performance metrics around functional stovepipes with new ones based on cross-functional process thinking.
Parker Hannifin Corporation (NYSE:PH) is one of the great corporations of America. Founded in 1924 (after Arthur Parker’s first start-up in 1918 foundered due to a truck accident destroying all its inventory), it has remained an independent manufacturer of motion and control equipment. In other words, PH is an industrial company, in an age where Internet, IT and services businesses are supposed to have rendered such enterprises as dinosaurs frozen in the ice age on the US economic scene. PH must not have been properly notified of their impending doom. Consider the statistics since 2001:
Lacking support for fundamental concepts like human tasks and subprocesses, BPEL has become a favorite whipping boy of BPM vendors and consultants. But for all its faults, BPEL enjoys something that BPMN advocates can only dream about: an XML storage and interchange format that makes sense. It’s often said that BPEL is an XML language not a graphical notation, but the reality is that graphical BPEL design tools all use more or less the same notation, based on a simple mapping to native BPEL language constructs: Receive, Reply, Invoke, etc.
While attendance, interest and participation in the BPMInstitute.org Business Architecture (BA) conferences are increasing, the attendees are asking a very fair and tough question: Is the Business Architecture really necessary? While seeking to understand and analyze the purpose of a Business Architecture, they are also asking about its necessity. Instead of just debating this issue, let’s try a couple of experiments and look at the results!
The global economy is changing the rules in the game of business. For the last 200 years or so the most important consideration was efficiency; producing products for the lowest cost. But now we are all part of a global labor force and there are countries in Europe and North America that can no longer compete on efficiency alone because their labor costs (also known as our salaries) are so high compared to labor costs in countries like China, India, Russia, Poland, the Philippines, etc.
What is to be done? Will the economic boom for some countries be economic doom for others?
Hy Cite is a dual-facet organization that produces premium house wares, soccer equipment and apparel, and offers consumer financing services for direct-selling companies. Since implementing BPM, Hy Cite’s revenues and net earnings increased four fold, receivables and distributors increased three-fold, while total revenues tripled. The number of Full-time Employees (FTEs) increased 50% in management, 400% in programming/development, 100% in systems analysis, 200% in system administration, and 300% in information technology.
COMPASS stands for “Creating Opportunities, Methods and Practices to Secure Safety.” It is a 5-year, $130 million process improvement and legacy system modernization program for the Federal Motor Carrier Safety Administration (FMCSA). FMCSA was established as a separate administration within the federal Department of Transportation in early 2000 pursuant to the Motor Carrier Safety Improvement Act of 1999.
In the past, large IT projects would deploy new applications or upgrades and be considered failures not because the technology failed but because the impact to the business wasn’t fully understood or even considered as a criteria for the success of the project. Similarly, many process improvement initiatives would meet the same fate because they focused on the execution of business tasks and, if technology was considered at all, it was identified for a potential and separate future IT project. Unfortunately by the time the project was approved and the funds allocated the original
Some years ago, a prominent computer chip maker declared that only those computers containing its chips inside were allowed on the premises. This policy was instituted one afternoon after a senior vice president strolled through his executive offices, noticed that virtually every desktop machine was a brand containing chips from “the other guy”, and so he threw an executive-style fit, which generated a drastic and costly “correction.”
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.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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