Recent Articles
Every day, the papers are filled with stories of failing businesses, and the supply of new stories has been endless for a couple of years now. What destroyed the likes of Enron, Arthur Anderson, WorldCom and today the Bear Sterns Companies? The common denominator seems the fact that those organizations are destroyed from within; they collapse onto themselves. How does the market react? Impose stricter regulations and tighter controls such as Sarbanes-Oxley. Is that the only resort? Have tighter controls prevented failures in the past? Are they preventing failures today? Will they prevent future failures? What is the role of Business Process Management in creating more failure-proof organizations? |
The Six Sigma process-improvement methodology started with Motorola in 1986 and has yielded the company over $17B in process improvements ever since. In the five years from 1995 to 2000, another bellwether, GE, embraced Six Sigma practices and realized benefits of over $10B. These two companies and the thousands of others that have successfully implemented and utilized Six Sigma to improve their organizations are testaments to the fact that the methodology does work and can prove quite beneficial to a business.
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Imagine this scenario, sadly a far to common experience: it’s been six weeks since you mailed in a rebate application for a GPS product you purchased. Yet, you still haven’t received a rebate check. You call customer support only to spend 45 minutes getting transferred to three service representatives and two managers, having to re-explain your rebate issue with each new contact. In the end, you hang up in exasperation just hoping your rebate was indeed finally processed. Yet the company who wasted 45 minutes of your time, likely spent at least $45 to process a $50 mail-in rebate! |
Ever had an out-of-town person pull his or her car up along side you and ask for directions? Of course, most of us have. Well, that’s kind of what’s been happening ever since CSC’s Howard Smith and I penned Business Process Management: The Third Wave, in 2002. People have been asking me for BPM directions. |
Recent News
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Appian, an innovative global provider of business process management (BPM) technology, announced today that AGF Trust has launched its Imaging and Workflow System built on the Appian Enterprise Suite. AGF Trust is a wholly owned subsidiary of AGF Management Limited, one of Canada’s premier investment management companies
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WAYLAND, Mass.--(BUSINESS WIRE)--The Open Geospatial Consortium, Inc. (OGC) and the Workflow Management Coalition (WfMC) announced that they have signed a memorandum of understanding (MOU) to cooperate in advancing standards-based, interoperable work flow and Web-enabled geospatial content sharing, modeling and visualization to address the needs of their members. |
GE Fanuc Intelligent Platforms, a unit of GE Enterprise Solutions, announces its breakthrough new software solution, Proficy® Workflow, powered by the new Proficy SOA (Service Oriented Architecture). Proficy Workflow provides an industrial Business Process Management (BPM) solution that digitizes and streamlines production processes – from work instructions and SOPs to corrective action and HACCP monitoring. |
Savvion®, the industry’s leading business process management (BPM) company, today announced that it has been positioned in the Leaders quadrant in Gartner Inc.’s Magic Quadrant for Business Process Management Suites, 2007, co-authored by Janelle B. Hill, Michele Cantara, Eric Deitert, and Marc Kerremans, and published on December 14, 2007. |
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BPMN is now the de facto standard for the graphical modeling of business processes. Yet despite growing demand for BPMN…
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Organizations wishing to improve their Business Continuity and Disaster Recovery capabilities can implement an approach…
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In a wired world, the possibilities for assembling, then disbanding, geographically scattered project teams are almost endless. A growing number…
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You are probably aware that Business Process Management is all about processes. Fine. Do you know your processes? What do…
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Creating Your Own Reality |
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Written by Hans Norden
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Wednesday, 02 July 2008 21:41 |
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Every day, the papers are filled with stories of failing businesses, and the supply of new stories has been endless for a couple of years now. What destroyed the likes of Enron, Arthur Anderson, WorldCom and today the Bear Sterns Companies? The common denominator seems the fact that those organizations are destroyed from within; they collapse onto themselves. How does the market react? Impose stricter regulations and tighter controls such as Sarbanes-Oxley. Is that the only resort? Have tighter controls prevented failures in the past? Are they preventing failures today? Will they prevent future failures? What is the role of Business Process Management in creating more failure-proof organizations? |
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Last Updated ( Thursday, 03 July 2008 10:10 )
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Building Customer Self-Service Applications? Think Process Portal. |
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Written by David Harper, Harish Gaur, Hasan Zaidi
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Tuesday, 10 June 2008 00:00 |
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Imagine this scenario, sadly a far to common experience: it’s been six weeks since you mailed in a rebate application for a GPS product you purchased. Yet, you still haven’t received a rebate check. You call customer support only to spend 45 minutes getting transferred to three service representatives and two managers, having to re-explain your rebate issue with each new contact. In the end, you hang up in exasperation just hoping your rebate was indeed finally processed. Yet the company who wasted 45 minutes of your time, likely spent at least $45 to process a $50 mail-in rebate! |
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Last Updated ( Saturday, 21 June 2008 10:21 )
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Six Sigma Myth vs. Reality in Financial Services |
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Written by Joseph Goodman
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Monday, 16 June 2008 00:00 |
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The Six Sigma process-improvement methodology started with Motorola in 1986 and has yielded the company over $17B in process improvements ever since. In the five years from 1995 to 2000, another bellwether, GE, embraced Six Sigma practices and realized benefits of over $10B. These two companies and the thousands of others that have successfully implemented and utilized Six Sigma to improve their organizations are testaments to the fact that the methodology does work and can prove quite beneficial to a business.
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Last Updated ( Tuesday, 01 July 2008 09:26 )
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BPM Directions: Go Straight and Keep On Turning |
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Written by Peter Fingar
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Friday, 15 February 2008 21:08 |
Ever had an out-of-town person pull his or her car up along side you and ask for directions? Of course, most of us have. Well, that’s kind of what’s been happening ever since CSC’s Howard Smith and I penned Business Process Management: The Third Wave, in 2002. People have been asking me for BPM directions. |
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Last Updated ( Saturday, 21 June 2008 10:39 )
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Harnessing the Power of Process |
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Written by Andrew Spanyi
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Saturday, 31 May 2008 18:16 |
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Many organizations are attempting to move forward from simply improving and/or re-engineering processes, which were considered 1990's best practice, to managing them across the various functions in the organization using BPMS programs. In so doing, these companies have recognized that it is the power of process thinking which enables firms to answer the question “Which of our key processes need to be improved, and by how much, in order to perform for our customers?” In turn, this prepares the organization to then ask and answer, “Which of our key processes need to be improved, and by how much, in order to achieve our strategic goals?” That’s what enables execution. |
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Last Updated ( Saturday, 21 June 2008 10:34 )
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Featured White Papers
A recent survey of more than 1,400 CIOs revealed that the top business priority identified by their company was business process improvement. Of course, there are many options for improving business processes. This paper is intended for groups who want to make the business case for investing in BPM to drive process improvement. It provides an overview of the areas of benefit that companies can expect from BPM as well as concrete examples of value. It also compares the use of BPM to alternative approaches for driving process improvement. Finally, this paper provides a basic introduction to the costs associated with a BPM initiative. |
BPM, SOA, and Web 2.0 currently are three of the hottest (and arguably the most hyped) technology strategies, with BPM and SOA a little more mature than Web 2.0. Enterprise adoption and convergence are fundamentally changing how IT and business (or mission) stakeholders work together. Because of the dynamic differences in the use and perceptions of these different technologies, there are both opportunities and threats for organizations. This white paper introduces a series or research studies and case studies exploring the BPM, SOA, and Web 2.0 convergence. Click Here to Access |
Underlying every business is a set of processes that define how that business operates, how it generates revenue, how it supports its customers, etcetera. How a business differentiates itself from its competitors is built into its unique business processes. Hence the business processes become a very strategic and critical asset and intellectual property for the company. Click Here to Download |
XPDL 2.1 - Integrating Process Interchange and BPMN Developed by the Workflow Management Coalition's XPDL Working Group, this comprehensive white paper explores the "how" and "why" of process model portability, specifically focusing on the serialization of BPMN models within XPDL. Click Here to Access |
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