Time:15:45 6-29-2005
Sun Preventive Services provide risk analysis and management solutions for their customers. In order to provide a more flexible and robust solution, Sun decided to use a business rules approach to automate and manage the decision processes involved in analyzing customer systems (hardware, software, patch level and other critical systems data) and recommending resolutions for incompatibilities and configuration errors.
Process initiatives often occur in wave within company following the up and down of revenue or implementation of new technology. The lack of commitment or understanding of process management often translates in short-term benefits and in less than optimal operational performance. To ensure that your effort do not die with the end of your project, essential change management activities must take place before, during and after your project. In this presentation you will learn what work and did not work for Openwave to help you better plan and execute for long lasting transformation.
Companies of all sizes can benefit from effective business process management. Emerging BPM standards are designed to improve relationships between customers and suppliers, to identify new opportunities for organization growth and to turn value chain choreography into a competitive advantage. This presentation will cover:
• The business benefits of BPM
• The state of the BPM standards landscape
• The roles of leading standards bodies
• The opportunities for standards body collaboration
• The expected deliverables from such collaboration
Get introduced to a collaborative approach to business process analysis and design that accelerates progress while building ownership of the results.
As a result of attending this session, you will:
• Understand the 7 keys to successfully facilitating process design with a team.
• Get techniques for facilitating process definition and design.
• Get "Do’s and Don’ts" on how to use these techniques from companies successfully using this approach.
It takes much more than basic BPM functionality to implement an effective BPM solution. While business process modeling, automation and management are key capabilities; you also need application integration, B2B communications, portal, Business Activity Monitoring and Master Data Management functionality in order to create a framework that can fully support your BPM requirements.
By: Janet Wall, President, Knowledge Partners, Inc.
Organizations today are constantly reviewing IT projects to focus on those projects that will provide value to the success of the business. In addition, there are external pressures affecting business projects, such as the increasing rate of business change due to mergers and acquisitions, intense global competition, the opportunity and challenges of offshore systems development, and strict regulatory requirements such as the Sarbanes-Oxley Act, the USA PATRIOT Act and HIPAA. These increasing business pressures have led to the growing adoption of a business rules approach across industries.
By: John Jack Stellrecht, Project Leader, New York State and Local Retirement System
How does a conservative government organization fast track a paradigm shift? One method that has worked well is to keep the change process so simple that the lure of it is irresistible. This is precisely how it happened at the New York State and Local Retirement System (NYSLRS). The paradigm shift is one towards Business Rule Management (BRM). The change process is the User-defined Function Approach (UDFA). The measurement of success was provided by Barbara von Halle, founder of Knowledge Partners, Inc (KPI).
By: Bruce Silver, Independent BPMS Industry Analyst
Before the advent of business process management systems (BPMS), there was a clear distinction between business process modeling and BPM application design. “Modeling” involved a set of tools for business analysts used to discover, diagram, analyze, and optimize business processes, often in concert with some formal methodology. The ultimate output of this effort, if used to create an automated BPM solution at all, served mainly as a “requirements document” that would (hopefully) be referenced by IT in the solution specification and design.
Contributed by: Janelle Hill, VP & Distinguished Analyst, BPM Research, Gartner Inc.
By: Janelle B. Hill, Vice President, Gartner Inc.
Companies seeking to incorporate BPM into their culture are integrating and optimizing end-to-end business processes that span traditional IT systems' boundaries. This trend mandates the adoption of process orientation and the exploration of BPM as a technology to orchestrate, optimize and increase the flexibility of business processes along with the overall integration strategy of the organization. However, the current BPM space is not mature, and getting started is difficult.
Integration is all too often seen as the only answer to the problems facing organisations. These problems typically involve the historic implementation of systems and applications, which were installed to solve specific issues. However, if organisations solve the problems of the now without regard to the future, then they are simply wasting resource in a bid to maintain a certain position.