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Displaying 201 - 210 of 2145 resources matching your criteria.

BPM Readiness Assessment

Contributed by:

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

Is your company ready to apply the BPM discipline? A BPM Readiness Assessment offers a company an objective and efficient means to assess its ability to change and adapt to a process performance orientation. Understanding a company’s “process maturity profile” enables it to design a BPM adoption program that addresses six critical success factors that accelerate the adoption of BPM and specifies a program for realizing its sustainable value:

Linkage of process performance to business strategy
Employee understanding of process (skills and roles)
Utilizing BPM technology• Practicing process improvement methods
Process-related attitudes and behaviors
Implementing Process Governance (decision-making and oversight)

VALUE OF ASSESSMENT

Designing Federal Programs with the American People in Mind

Contributed by:

Ken Mullins, Senior Principal , MITRE Corporation

"To more fully realize the benefits of behavioral insights and deliver better results at a lower cost for the American people, the Federal Government should design its policies and programs to reflect our best understanding of how people engage with, participate in, use, and respond to those policies and programs.” – President Obama

High Performance through Digitalization - The BPM-Discipline as Value-Switch

Contributed by:

Dr. Mathias Kirchmer, Managing Director | Co-CEO, BPM-D

The Digital World – a Powerful new Business Environment

The Business Architect’s Service Portfolio

Contributed by:

Jeff Scott, President, Business Innovation Partners

For some time now I have been promoting the idea that the practice of business architecture is not about creating blueprints and models but applying a set of tools and techniques to form broader perspectives, create deeper insight, and solve business problems. If business architecture is a practice, then what is its portfolio of services and how do you create them?

Start with three best practices

There are three basic best practices for service development that lead to a powerful service portfolio.

10 Steps to Becoming an Agile Business Analyst (Part 2)

Contributed by:

Jamie Cooke, Managing Director, Both Hemispheres, LLC

10 proven approaches for transitioning from a traditional business analyst role to an Agile business analyst role (Part 2 of 2) The first 5 steps to becoming an Agile Business analyst were outlined in part 1 of this article. Now, part 2 of this article provides you with five more tips for becoming a successful Agile Business Analyst.

Step 6: Be an Expert Communicator

Everything about the Agile business analyst role depends upon effective communication with business users, development team members, management, and executives to understand their needs and to act as a liaison across all parties. You should be equally comfortable speaking with stakeholders at both a big picture level and at a very detailed level, depending on what the situation requires.

Aligning Business Process Performance to Business Strategy

Contributed by:

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

In 2006 the Babson Process Management Research Center defined Strategic Alignment as the continual tight linkage of organizational priorities and enterprise processes, enabling achievement of business goals. Phrased differently this means linking strategy goals to operational goals and linking operational goals to process goals. This equates to defining a method for improving alignment among the organization’s performance measures, strategic plans, improvement projects, and budgets. It assumes that the organization employs a method for defining its business strategy such as a Balanced Scorecard (BSC). Using the BSC as an example one must first examine it to determine how BPM can be integrated into the BSC approach. BPM specifically focuses on improving the Internal Quadrant of the BSC. The Balanced Scorecard approach does the following:

Establishing a Business Architecture Practice: A Practical Approach

Contributed by:

Whynde Kuehn, Principal, S2E Consulting Inc.

Once business architecture gains enough traction within an organization, it is important to formalize the practice. Having clarity of purpose, structure and intention for business architecture activities ensures that the team functions efficiently, is appropriately recognized, and can scale to meet the needs of the organization.

As a business architecture practice matures, the value it can deliver increases in strategic nature, scope and complexity. Establishing a successful, sustainable business architecture practice is a journey which takes time, particularly for large organizations. This article provides a practical perspective on how to establish and mature a practice over time considering the realities which many organizations face.

A Common Reality

Demonstrating the Value of Business Architecture before Determining a Business Architecture Tool

Contributed by:

Columbus Brown, Sr. Business Architect, WAZA Consulting

State of the Practice

As Business Architecture emerges as an Agile business practice, practitioners are still struggling to demonstrate how valuable their unique perspectives and modeling efforts are inside their organizations. Many practitioners address this by spending their initial efforts crafting titles, defining governance, and searching for software to create and maintain highly detailed capability models. While organization, charters, and tools are vital to success, they are irrelevant if there is no team to govern or customer willing to listen to your business research insights. An obsession with detailed capability models or enforcing documentation standards without taking the time to understand culture and adoption, will end up being counterproductive. This approach often frustrates our customers, slows the overall adoption of the practice, and alienates us individually from the business.

Business Analysis Paralysis

10 Steps to Becoming an Agile Business Analyst (Part 1)

Contributed by:

Jamie Cooke, Managing Director, Both Hemispheres, LLC

10 proven approaches for transitioning from a traditional business analyst role to an Agile business analyst role (Part 1 of 2)

Making the switch from traditional software development approaches to Agile methods can be a challenge for any IT professional but it is especially challenging for business analysts. Although there are thousands of resources available to guide Agile teams, relatively few of them are written specifically to answer the Agile business analysts' most common questions:

What is my role on the Agile development team?
What is the most effective way for me to work with Product Owners?
How do I make a smooth transition from writing detailed requirements specifications to crafting succinct and powerful user stories?

And, most important, how do I get started?

The Politically Savvy Business Architect: Lessons from the Field

Contributed by:

Dean Heltemes, Senior Director, Ameriprise Financial

When people ask me what I do for a living I often joke that I manage chaos and keep people aligned. In other words, I deal with the politics that plague every organization. It feels like I spend the majority of my time clarifying what was actually said, convincing people that they agree with each other, and just trying to keep things moving forward. Some refer to this as herding cats. A key skill for a business architect is political savviness, meaning the ability to successfully get things done in a maze of egos, competing priorities, and organizational bedlam. So how do you develop political savviness? Let's look at this from two different perspectives.

Science