Articles

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.

How Much Will Your SOA Cost?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

I’m consulting now…at the project and strategy levels…and thus finding that a lot of real work needs to be done to get SOAs up-and-running. For most organizations, the first step of their SOA project is to figure out how much this SOA will cost. Thus, you can budget appropriately and obtain the funding.

It’s a good first step, but most organizations that want to build an SOA don’t have a clue how to approach the cost estimation process. In many cases, they grossly underestimate the cost of their SOA, hoping their bosses and accountants won’t notice later.

The Business Transformation Imperative

Author(s):

Raj Ramesh

Chief Story Teller, TopSigma

Introduction

In today’s ever-changing business environment, it is imperative for enterprises to adapt quickly to not only deal with the change, but in many cases, exploit it for competitive advantage. Change can manifest itself in the form of new technology, new entrants into enterprises’ market space, competitors adapting new processes, changes in customer preferences and demographics, new government regulations, and so on. The rate of change in recent years has been much higher than in the past.

BPM vs ISO

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Often I am asked, “What is the difference between BPM and the popular quality method known as ISO?” My experiences both in Operations Management and in Business Process Management have provided some major contrasts in the two approaches.

Reflections on BrainStorm’s Business Architecture Conference

Author(s):

William Ulrich

President, TSG, Inc.

It’s always exciting to attend a large conference bustling with like-minded people, especially when the subject matter teeters on the cutting edge of a new market space, and BrainStorm’s Business Architecture Conference in New York City last November was no exception. It was my first Business Architecture conference and BrainStorm’s second, but no college curriculum could possibly rival the depth and scope of the information imparted to me during those two days. From the opening remarks through the final wrap-up, I was intrigued and completely captivated as speaker after speaker p

This and That 2.0: In Search of the Holy Grail of Innovation Through Collaboration

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

With all the hype around Web 2.0, it’s time to take a second look at how such technologies can be harnessed to help people work better together instead of hammering them with information overload. In this article we’ll explore the need for Human Interaction Management and Human Interaction Management Systems to capitalize on new technologies labeled “2.0” for innovation through collaboration. ______________________________________________________________________

Business Process Management – The Design Phase

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Recently somebody asked me what some of the key reasons of failure are for new teams adopting Business Process Management or SCOR. The number one risk is obvious: lack of sponsorship. A close second however is the inability to prove the value (of the team). One of the biggest start-up problems is the focus on getting a project started – get busy. That’s really when the clock starts ticking for proving your value (Now the company is actually spending money on your great idea). Many (start-up) teams have problems getting beyond the analysis phase of a project.

SOA Governance

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

SOA needs to be grounded in reality of making money, reducing costs and managing change. These are business imperatives. Left unchecked, SOA can become an exercise in doing very clever technical stuff for no business gain. SOA governance helps to guide IT resources to where they can be best applied. It can also help to identify areas of utility where costs can be minimised.

Ideally, it should be planned for and baked into SOA from the start.