Articles

Three Dimensions of BPM Maturity Models

Author(s):

Dr. Setrag Khoshafian

Principal and Chief Scientist, Khosh Consulting

The original Capability Maturity Model (CMM) was developed by the Software Engineering Institute (SEI)¹ and provides a robust discipline to help developers achieve maturity in their software development processes. There are a number of factors that influence the maturity of the software development processes within an enterprise. These include the strategic plans of the enterprise, the enterprise’s own organization and culture, as well as the technologies that are adopted within the enterprise IT architecture.

Case Study: Design and Implementation of Process Management Systems in Government Organizations

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Dr. Collins is the Intradepartmental Projects Administrator for the Florida Department of Revenue (DOR). In addition, Collins has worked in and consulted with numerous Florida organizations, including Florida State Hospital, the Department of Children and Families, and the Florida Sterling Council. His15 years of experience in the public sector includes roles in major organizational transformations in strategic planning, process management systems, measurement design, and reengineering projects.

Business Rules and Resisting the Commoditization of Process

Author(s):

James Taylor

Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

As companies and their software suppliers focus on the processes that control their business, the potential for the “commoditization” of processes is growing. How can companies differentiate themselves, yet still take advantage of the new technologies and approaches in process management?

Let’s start by considering why processes are becoming commoditized.

Pick the Right Type of BPMS Solution

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There is a great deal of confusion in the business process management suite (BPMS) market.

It Takes Two to Tango: SOA and BPM – Part I

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

SOA and BPM are two buzzwords you hear or read about in every magazine (well almost all) you open, IT conference you go to, analyst or vendor you talk to. Also, a lot of discussions (or should we say gossip) are focused on the relationship between BPM and SOA. People are curious to know more on their relationship, on how long it would last, etc, the usual stuff you get to hear in the start of any romantic relationship. In order for us to understand the extent of their relationship lets take a closer look at their nature and characteristics and predict if they are meant for each other.

Collaboration for Innovation: Making Innovation Happen

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

There seem to be two roads to innovation; a high road and a low road, if you like.

The high road is to transform your organization into a learning, nurturing force that uses Systems Thinking to synthesize disparate ideas into what Fritjof Capra calls “emergent forms” – new ways forward that emerge from a primordial sea of barely restrained creativity.

The low road is to follow the example of such Empires as the Mandarin Chinese and Victorian British.

There seem to be two roads to innovation; a high road and a low road, if you like.

Business Architecture and SOA

Author(s):

William Ulrich

President, TSG, Inc.

To understand the relationship between Business Architecture and SOA, we first need to ask the question what are these two types of architecture? For a description of SOA, see my July SOAInstitute article “Key Components of SOA” at http://www.soainstitute.org/articles/article/article/key-components-of-soa.html. So the next question is “What is Business Architecture”? While there are many available definitions, here are a few that I found useful.

BPMS Watch: Go Beyond Checklists to Pick a BPMS

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

I’ve just finished up four new reports in my 2006 BPMS Report series: Lombardi TeamWorks, BEA AquaLogic BPM, EMC Documentum Process Suite, and Cordys Composite Application Framework.

The BEA report replaces Fuego; the others are new, bringing the total to ten, plus an overview report that explains the common evaluation framework and report format.

Rhode Island Devises a Blueprint for Change

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

Founded in 1643, the State of Rhode Island was the thirteenth colony to ratify the U.S. Constitution. Now known as the “Ocean State,” Rhode Island has approximately one million citizens. With 140 state and quasi-public agencies including 15 to 20 major agencies, the state has approximately 15,000 employees, with 10,000 in the executive branch. The state’s annual budget is around $6.5 billion.

In 2003, the state was running a budget deficit of approximately $180 million.

Case Study: Using ISO 9001 Quality Management Standards to Achieve BPM Objectives

Author(s):

BPMInstitute.org

Business Relationship Manager - Product Lifecycle Management, Chevron Corporation

The Logistics Management Division for NASA includes the Wallops Island Facility, Goddard Space Flight Center, and NASA Headquarters. It has four branches, 50 civilian servants, and 225 contractor personnel. The division has 12,000 Civil Service and contractor personnel. The flight project support operations are ISO 9001 certified, with the processes fully documented. For the institutional support services, the processes are documented in Standard Operating Procedures (SOPs). The goal was to be certified by August, 1999.