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Solving the Enterprise Information Integration Puzzle
There are multiple types of integration problems. Information integration problems pertain to the class of problems where users need access to disparate data through the lens of the needs of business. This session will discuss a methodology and a case study of an approach toward information integration by associating common business vernacular with key pieces of data and processes.
Content Management’s Role in BPM
In an effort to simplify their IT architectures and optimize systems company-wide, many businesses are standardizing on a single content- management platform for document management, Web-content management, imaging, intranet publishing, and E-mail management. Such a move requires that companies carefully consider the ways in which they organize information and how employees use documents.
BPM Hits the Boardroom
Round Table particpants asked William Ulrich their most pressing questions in this Round Table “BPM Hits The Boardroom”. Paul Harmon discusses “The Process Centric Company” and Bruce Silver discusses “BPM 2.0: Process without Programming”. The Round Table closed with Q&A from audience.
AGENDA & PARTICIPANTS
Process Product Watch: An Independent Evaluation of Fuego 4.5
Process Product Watch (PPW), as the name implies, provides its members with the results of continuous proprietary research into new tools and products that support Process Management.
Technology Focus Report on Enterprise Content Management
Content is the tangible form of an organization’s knowledge assets. Managing these assets is a complex challenge, especially when the assets are in different formats, affect multiple aspects of the business, and often physically reside in numerous locations.
Technology Focus Report on Business Process Management
When it comes to choosing a BPM solution, it’s the core requirements for your organization and your deployment that matter
In an increasingly competitive environment, a company’s success depends on its ability to achieve efficiencies through effective management of its processes.
Requirements for Effective BPM – An Independent White Paper on the BPM Infrastructure
For many years there has been talk an enabler of business; how the technology infrastructure that is in place has to work towards the strategic aims of the business. The reality of IT and business is vastly different. The disparity between technology and business has been so great that no allencompassing solution has been available. Within certain defined areas, technology has helped reduce costs, although some might argue that the costbase has simply been shifted, but technology as a total enabler has still fallen far short of expectations.
Delphi Group 2003 BPM Market Milestone Report
Today’s IT challenges are defined as much by what is in place already as by what might be missing. We have lived through the “killer app” era, having spent the last two decades building islands of automation with packaged software. But the legacy left by these systems is an integration problem that today consumes the lion’s share most IT budgets.
Enterprise Architecture and Disaster Recovery Planning On the way to an effective Business Continuity Planning Philosophy
Enterprise architecture (EA) and IT Disaster Recovery Planning (DRP) are seldom combined in the same sentence much less integrated activities within a company. In this paper, a case will be made for the integration of these two critical business activities as well as promoting a unique business recovery planning philosophy. This paper outlines a logical approach to understanding a company as a system comprised of processes and tasks and then extends this to an approach to creating a comprehensive enterprise architecture.
BPM Strategies Magazine Supplement
This publication will serve as the voice of the BPM Community and is designed specifically for business and IT leaders charged with leading their organization’s process innovation efforts. Additionally, BPM Strategies will facilitate the development of an accepted Business Process vocabulary to be utilized by organizations at large.
Upside Research
Hosted applications are nothing new. Application Service Providers (ASPs) made their meteoric rise (and crashing fall) in the late 1990s, as an offshoot of the Internet Boom. The premise was to provide enterprises with the full features and functionalities of applications such as customer relationship management, sales force automation, and supply chain, without the overhead of having to install, manage, and upgrade the solutions.
Web Enabling Self-Service Business Processes
Every one of us can recount stories of projects that dropped into a black hole or got caught in red tape. How we submitted an application that fell through the cracks. How cross functional projects were not completed well or on time. How, after repeated phone calls, we were asked once again to state the original problem.
These stories relate to people-intensive processes—processes that involve subjective decision-making, human coordination, unanticipated exceptions and are integral to virtually every organization.
Adaptive Discovery: Accelerating the Deployment and Adaptation of Automated Business Processes
Specifying process maps for complex business processes can be a time-consuming effort that produces hard to understand process maps and documentation. Ultimus has written a white paper to describe its patented technology solution to this problem.
Extracting Business Rules from Legacy Systems
You are in charge of retooling business processes for customer services. Your analysis found that several regional service centers can use a common set of standardized, streamlined business processes to improve customer service and reduce business expenditures. Unfortunately, each business unit relies on unique, back-end applications that perform similar, yet conflicting and redundant functions. This could undermine the entire initiative.
BPM Can Enable Process Agility Which Can Enable Enterprise Agility
Brian Cooper, Managing Partner, Live Oak BPM Solutions and Board Member, ABPMP.org.
Revisiting the Process-Centric Company
BPMInstitute’s State of Business Process Management study, released 8/2/2004, shows that companies are, indeed, seeking to transform themselves into process-centric organizations and consider this transformation to be critical to the company’s future success. Responding enterprises agreed that effectively architecting and managing a process-driven enterprise requires strategic planning of business goals, identification of mission-critical business processes and specification of desired process improvement outcomes
Process Improvement Through Performance Assessment Leverage Investments Before Upgrading ERP and CRM Systems
Summary
Extending CRM with Hosted BPM
A few years ago, when I was heading up the telecommunications industry group for a Fortune 500 software company, we had a saying, “There’s no such thing as a standard price quote.” Virtually every deal called for special pricing relative to the particular needs of the customer, whether scope of deployment, customization or a host of other factors. So rather than closing business based on pre-set pricing guidelines, the salespeople had to literally walk every deal through a fairly onerous approvals routine, involving lots of phone calls, emails, faxes and spreadsheets.
Improving the Healthcare Service Supply Chain
ABSTRACT
The Importance of a Business Process Organization (BPO)
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.
