White Papers

This 70-page market report features an exhaustive body research from the 6-month survey of 500 companies currently using or evaluating business process management, the 70-page market report covers topics including: success factors and current practices in establishing a BPM Center of Excellence, reported Return on Investment (ROI) rate and coefficients, spending plans and priorities, and BPM vendor rankings.  Click Here to view the Table of Contents and List of Figures

In the 1990’s, workflow vendors created quite a bit of confusion in the market when trying to define workflow and how it could best be utilized. Today, that situation is being replicated in the BPM industry. Ask 10 different vendors to define BPM or BPM suites, and you will likely get 10 variations of the definition, even though all vendors use the same basic terminology to explain it. Organizations need help sorting through this confusion in order to discover why a BPM suite is a different, and more important, application for process improvement.

Although this guide is meant to stand by itself, it is even more powerful when combined with the Lombardi Blueprint process mapping tool.  For a 30-day free Blueprint trial, please visit http://www.lombardi.com/getblueprint.

This brief outlines a specific plan and set of tactics for initiating an enterprise BPM deployment. While a complete enterprise BPM roll-out is a multi-year effort, this brief is focused on the plan for the first 180 days of your enterprise initiative.

The set of ideas, tools, and techniques that deal with business processes known in short as Business Process Management (BPM), has been around for a couple of decades.

Where do we start? Every company considering an investment in Business Process Management (BPM) practices and technology asks this question. How do you pick the process that best addresses corporate objectives, current problems, and feasibility concerns? To answer this question, you must engage people from every part of your business. You must be able to facilitate conversations about goals, responsibilities, problems, and, of course, processes. And these conversations must ultimately result in prioritization of projects and processes that everyone agrees have the biggest impact for your business. This is called process discovery. It is a crucial capability for your organization. In fact, process discovery is most crucial for companies that have committed to BPM as the question quickly evolves to – what do we do next? Answering that question is essential to on-going success with process management.

The importance of having an efficient system of business processes to drive an organization may seem like basic principle. If a business isn't running efficiently, it may not be realizing or maximizing its financial, market coverage or other strategic goals.

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.

Two recent Forrester surveys highlight the increased
adoption rate of business process management (BPM) technology and
processes within enterprises. And while both surveys confirm that BPM
has achieved mainstream status in the business world, the success rates
of BPM implementations continue to vary considerably. BPM centers of
excellence (COEs) are playing a key role in determining the level of
enterprise satisfaction with these efforts, and enterprise architects
should actively support the concept and operation of BPM COE efforts to
help their enterprises achieve higher levels of BPM project success.

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.