Articles

Articles

Displaying 1141 - 1150 of 1164 resources matching your criteria.

The Importance of a Business Process Organization (BPO)

Contributed by:

Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

By: Tom Dwyer, Editorial Director, BPMInstitute.org

Attendees at the 2004 Business Process Management conferences held in Chicago and San Francisco indicated their company’s desire to transform themselves into process-centric organizations and considered this transformation to be critical to the company’s future success.

Case Study: Process Improvement in the Financial Services Industry

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Dental Benefit Providers, James Robins, Vice President and CIO

Leveraging Process Modeling for Business Value

Contributed by:

Ken Orr, Founder & Chief Scientist, The Ken Orr Institute

By: Jon Huntress, Special Events Correspondent, BPM Institute

Ken Orr, President and Founder, The Ken Orr Institute

Process modeling is a method of showing the processes of an organization in graphical form to simplify the work of understanding those processes. Ken Orr uses a number of different models to cut through the IT process maze and overcome the organizational bias the always runs against process reform. Working with the Kansas Department of Transportation, (KDOT) Orr was able to greatly improve and streamline their business processes.

Ken Orr is an internationally recognized expert on business process reengineering, technology transfer, software engineering, data warehousing, and knowledge management. He is the founder and Principal Researcher of The Ken Orr Institute, a business technology research organization.

Business Rules Management Part II - Business Rules Modeling

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Tom Dwyer, Principal, Beagle Research Group, Application Software Infrastructure

Business Rules Management Part I - The Value of Externalizing Business Rules

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Tom Dwyer, Principal, Beagle Research Group, Application Software Infrastructure

Composite Applications Provide a Platform for Sharing End-to-End Processes

Contributed by:

Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

By: Tom Dwyer, Editorial Director, BPMInstitute.org

In an ideal world, companies would run their businesses as if their application portfolio were a single application. This application would take orders, generate shipping notices, and manage accounts receivable. It would also run manufacturing processes, automatically replenish materials as necessary, and exist as a Web-based front-end for customer interaction. Instead, the real world is populated with silos of data that don't interact, and gaggles of independent applications that defy efforts to unify processes across the enterprise.

BPM 2.0 Process Without Programming

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Bruce Silver, Principal, Bruce Silver Associates

The Process-Centric Company

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Paul Harmon, Co-Founder and Executive Editor, Business Process Trends

Taking BPM to the Next Level

Contributed by:

Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

By: Andrew Spanyi, Managing Director, Spanyi International

You've no doubt noticed increased interest in applying Business Process Management (BPM) technology to solve business problems. With success stories appearing in trade publications with growing frequency, an increasing number of technical and business people alike are asking how to take BPM applications to the next level. Are you ready to take BPM to the next level? Before immediately saying, "Of course," let's consider the rapidly evolving BPM landscape.

BPM: Solving the Right Problem

Contributed by:

Tammy Adams, Managing Partner, Chaosity, LLC

By: Jon Huntress, Special Events Correspondent, BPM Institute

Business Process Management projects often end up as "shelfware" for a number of reasons: lack of identifying process goals, misunderstanding the processes themselves, vague initiatives and lack of organization-wide understanding and support. Tammy Adams identifies the main reasons for failure and the necessary steps to follow in order to make process improvement work.