Articles

Change and Innovation in Service Oriented Enterprises

Author(s):

Dr. Setrag Khoshafian

Principal and Chief Scientist, Khosh Consulting

We are at an exciting crossroad bringing technology and business together, as never before. Global collaboration and emerging corporate cultures are creating a new type of innovative enterprise: one that is based on services. Service orientation is about culture, a new service-focused approach of doing business as the modus operandi. Service orientation is also about technology, a standard and effective way of connecting businesses. Enterprises can be empowered to live up to the potential of becoming dynamic, agile, and real-time.

SOA Requires a Disciplined Multi-Dimensional Approach

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Bhaskar Chakrabarti, principal IT architect at JPMorgan Chase, addresses both tactical and strategic issues in the IT architecture in the financial services giant’s Treasury Services unit. In the tactical area, his group manages specific solutions and application architectural decisions.

Structuring BPM: Business Process Design or Evolution Technologies?

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The buzz about business processes, how they should be designed and how employees should use them, is getting louder and more varied. Some vendors are striving to make business process design, implementation and improvement much easier. BEA, IBM WebSphere, Sun SeeBeyond, webMethods, and others are packaging comprehensive infrastructure solutions empowering business analysts as the designers and owners of business process.

Case Study: Applying Process Design Principles

Author(s):

Daniel Madison

Principal, Value Creation Partners

Dan Madison is a principal in Value Creation Partners. He facilitates process improvement using lean, six sigma, reengineering, and continuous improvement techniques. Dan is the author of Process Mapping, Process Improvement, and Process Management.

Dan Madison has studied what a business process should look like for fifteen years. He studied what major corporations did in process improvement that made them successful and distilled his findings into design principles that anyone can use. He has come up with 38 design principles that apply to all business processes.

Dan Madison is a principal in Value Creation Partners. He facilitates process improvement using lean, six sigma, reengineering, and continuous improvement techniques. Dan is the author of Process Mapping, Process Improvement, and Process Management.

Accelerating Innovation & Growth through Open BPM with SOA

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Open BPM assumes there are no boundaries in creating, adopting, and improving innovative business processes. With an Open BPM strategy, business processes can now be designed and executed with more flexibility, using standards and best-of-breed functionality to deliver a tailored end-to-end process that is more closely aligned with corporate objectives. A successful Open BPM initiative supports the Business Process Lifecycle.

Creating a Customer Focused – Process Enabled Enterprise By Applying Business Process Management and Six Sigma Together

Author(s):

Marvin Wurtzel

Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

Creating a Customer focused – Process Enabled Enterprise requires a business process framework, established enterprise architecture, creating “real-time” business intelligence, and a link between continuous improvement projects and key business processes. Most businesses need to evolve from a bottoms-up Six Sigma (DMAIC) approach, to a strategic framework that will set the foundation for growth, accountability, and performance management.

Sustainable Business Rules: An Introduction – Part 3 of 3

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Part one of this article provides an introduction to applying the concept of sustainability to business rules.

Innovation as a Business Process

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The term “innovation” is being bandied about as the new holy grail in business. Yet, while innovative ideas are easy to develop; doing them is hard. Bruce Nussbaum, editorial page editor of BusinessWeek, offered advice for business leaders last year, writing, “Listen closely”.

Case Study: Your Project is Done- Now What? Sustaining Your BPM Efforts Beyond the Life of the Project

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Nancy Bilodeau is a Senior Program Manager at Openwave in charge of corporate process initiatives. Prior to join Openwave, Bilodeau worked with PricewaterhouseCoopers, USi, A&G Consulting and MEI mainly as a customer relationship management consultant. Bilodeau developed an easy project methodology for Openwave that is helping them to improve the alignment of IT and business process resulting in better return on investment, process efficiency and organization effectiveness.

BPMS Watch: BPM Embraces Collaboration

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

BPM benefits such as enhanced operational efficiency and compliance derive largely from the way it breaks down routine office work into specific tasks performed in a prescribed order according to explicit rules. The process design assigns each task to some role or group, while administrators manage the mapping of individuals to those roles and groups at runtime. This allows the BPMS process engine to route tasks to users in the prescribed sequence and notify appropriate managers and supervisors when those tasks are overdue.