Articles

If you don't have the time to listen to this issue's Featured Archive, this article serves as an Executive Summary of the presentation, " Process improvement:  A Case Study in Revenue Generation Process Improvement " by Sherri Adame, Senior Business Systems Analyst, Baxter Healthcare.   Adame explains how getting the right people and identifying the right processes can lead to dramatic improvement without buying a new expensive IT solution.

The words “business governance of business rules” is an extremely important, if not explosive, topic.  It alludes to turning over the keys of the business back to the business itself.  Yet, doing so is an organizationally complex issue.

A reasonable goal is to provide an easy way for business (versus technical) people to write or change the rules of the business, such that doing so maximizes the understanding of the rules, while minimizing the pain (and rigor) of writing them.  If writing them properly is too difficult, they won’t do it.

So, it is advantageous to start with a

The process-management revolution – driven by advanced performance measurement, flatter corporate structures, process-based teams, and the use of technology and process change to reengineer work – has transformed American business in the last 25 years.  But this revolution is only starting to change the American public sector.  The Florida Department of Revenue is seeing startling results by adapting private-sector productivity tools for use in the public sector.  This FL DOR presentation/paper will address, on both a strategic and operational level, the wave of process and performance management revolution that could transform American government, cutting costs, increasing productivity, improving services – and giving America a new competitive edge in the challenging 21st Century.

BPM is touted as the technology that will finally bring business and IT together. Not that we haven’t tried to do this before. For instance, many people thought object orientation would do the trick since it tried to model the real world as closely as possible. Did it deliver? To a certain extent, but not quite. Primarily, it ended up as a productivity tool and paradigm for IT (with sometimes questionable success), not the ‘be all’ and ‘end all’ for modeling and executing business requirements.