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Enabling business agility through real-time process visibility

Organizations have access to more data than ever before. However, this data is of little value if one is unable to extract intelligent information from this data .Today, what everyone needs is that data converted into meaningful information— presented in customizable, role-based dashboards and with the means to act on alerts and problem areas. Without such information, how can businesses assess their performance— both now and over time? Management today lacks reliable, end-to-end information concerning business operations, transactions and situational visibility. Highlights:

Independent Research Firm Recognizes BPMInstitute.org as a Leader in BPM Training

About the Report
As more and more organizations embrace Business Process Management (BPM) for the design of enterprise organizational and information systems, the demand for BPM training increases. Many companies claim they’re the best at BPM training. Who should you believe? Believe what industry expert Forrester Research is saying in the 2012 Forrester Wave report BPM Training and Certification Programs. It evaluates top BPM training and certification providers, citing BPMInstitute.org as a leader in the BPM training market - and a top scorer in 7 of the 15 BPM skills development categories. Download your copy of the Forrester Wave report BPM Training and Certification Programs and get their objective review of the top organizations in the BPM training space.

Enabling Process Intelligence Through Process Mining & Analytics

To be successful in today’s increasingly transparent and competitive business world, organizations need to provide visibility into business processes while optimizing their use of internal resources to improve business performance. Accomplishing these goals requires powerful data collection and analytical tools to gain actionable insights into business processes, systems and data.

Independent Comparison of BPM from Pegasystems, TIBCO & IBM

Lustratus Research, a leading analyst, compared BPM from Pegasystems, TIBCO & IBM to uncover the best approach to process improvement from a customer's perspective:
  • Total Cost of Ownership
  • Risk of investment
  • Time to Value
  • Overall Value

The Executive Guide to Agile BPM

A Readiness Assessment Why your Agile BPM solution must be anything but routine
For years, business process management (BPM) solutions have focused primarily on long-running, routine, and seldom-changing processes. BPM has successfully guided system integration and provided business intelligence and monitoring for a wide variety of predictable, repetitive tasks and activities.

Avoiding the Accidental SOA Cloud Architecture

Prior to the hybrid cloud, IT determined how an enterprise infrastructure grew. With the introduction of Software-as-a-Service (SaaS), lines of business, such as marketing, sales and logistics, can expand the enterprise infrastructure without involving IT by directly purchasing SaaS. Beware of the “accidental SOA cloud architecture.”

BPM, SOA, and Web 2.0: Business Transformation or Train Wreck?

The challenges faced by today’s government agencies and commercial operations are many and varied—and to stay afloat, these organizations must not only promote change from within, but they must also be agile enough to quickly adapt to evolving markets, policies, regulations, and business models. Fortunately for them, the convergence of a trio of technologies and business practices—business process management (BPM), service-oriented architecture (SOA), and Web 2.0—is providing a solution.

Interstage Business Process Manager v11 Architecture

Interstage BPM advanced architecture flexibly addresses requirements of the next generation BPM to effectively manage work in today’s enterprise.  Broad array of capabilities enables organizations to respond to business change by supporting all types of business processes and all forms of work. Research indicates that the use of BPM technology can lead to remarkable cost savings, increased efficiency, and productivity – in other words, big ROI.  Enterprises and software developers have come to understand that BPM can be applied to increasingly complex problems.  Automating business processes from end-to-end, integrating applications to process steps, and opening up processes for collaboration with partners, customers, and suppliers represent just the beginning of what can be expected from BPM software.

Three Steps to Progress BPM from Project to Program

Business process management (BPM) is in a period of transition. For the past several years, companies have been getting familiar with BPM, undertaking specific projects to address “burning process problems” or launching tightly scoped projects to understand the capabilities of BPM Suites (BPMS) and how they should be used.The successes of those initial projects and pilots have given companies the confidence and vision to take their BPM efforts to the next level—moving beyond that first project to a broader program encompassing multiple projects that are part of a larger business process improvement initiative. That leads to a series of logical questions: What processes should we focus on next? How do we scale the discovery, development, deployment and usage of process applications throughout the company? What are the best practices we should follow to maximize reuse from project to project to achieve economies of scale?

Business Agility Realized

On a smarter planet, change, complexity and uncertainty have become opportunities for businesses and entire industries to transform, grow and serve customers in new ways. This reality is driven by three shifts: