Documenting your organizations business processes and their business rules is critical to your organization. We have BPM tools to help us document and managing business processes but what are your options for documenting and managing the business rules? This presentation will provide some insights into better alternatives to managing your business rules. The presentation will include:
- The definition and business value of a rule repository
- The options for a rule repository
- The path to the appropriate rule repository for your organization.
WE STAND AT A CRITICAL CROSS ROAD. There is no doubt that BPM technology and BRE technology are delivering on the promises of organizational agility. Some organizations start by understanding their business processes first, adopt a BPM product, and then explore the business rules beneath the processes and the BPM product. Other organizations start by understanding critical business rules first, adopt a BRE product, and then explore the guiding business processes around the rules and the BRE. Still other organizations investigate both BP and BR at the same time, seeking both technologies and their harmonious union. THE CRITICAL CROSS ROAD TODAY IS STARING US IN THE FACE. Should BPM and BRE technology exist in one execution environment or should they deliberately exist as separate pieces of software. Only these panel members know for sure…..
Entrenched business processes are enabled by entrenched application systems. As a result, efforts to change or retool business processes can be streamlined through the factual analysis of the data and rules embedded in these systems. This session will explain how to capture and analyze business logic to support system and business process retooling initiatives. The discussion includes data usage and business logic extraction from existing systems and mapping the results to top-down, logical designs.
Time: 2:45 November 2, 2005
This case study relates how NYSLRS progressed from Rules Maturity Model Level 0 to Level 2 in under a year by using a low cost/low risk methodology that allows for the incremental implemented of business rules in legacy systems. This approach, User-defined Function Approach, allows a company to convert legacy systems into modern agile systems or to investigate the use business rules before selecting a Business Rule Processing solution. IBM has endorsed UDFA as a best practice for business rule implementation.
BPM has catapulted to priority number one for organizations who understand how mastering their processes will translate to very tangible competitive advantages. This presentation will highlight the importance of an adaptable BPM system that allows an organization to keep up with shifts in priority, while still working to maintain the overall business objectives and goals.
- Learn how to gain control of customer service operations and manage process lifecycles from end-to-end.
- Learn how to create an adaptable BPM system that reengineers processes as business conditions change
It is frightening to think that many businesses are operating according to their business rules, but many rules are buried, forgotten, and inconsistent with each other and business goals. The promise of a business rules approach is to change all of that! This presentation leads the attendees through a fun BR exercise, introduces the concepts and promises of a BR Approach, and explores the reality of what organizations are doing with BR today. This presentation discusses the maturity of BR Technology based on a Rule Maturity Model and a recent industry survey.
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Thought leaders will come together on this panel to discuss the future of Business Process Mgt, from both a business and a technology perspective. What advancements do these visionaries foresee? We'll explore the importance of process improvement strategies within an enterprise and beyond, extending all the way through value chains to customers, partners and suppliers. We'll discuss what it means to be an "adaptive enterprise" and what steps are necessary to get there.
This talk will present some of the key success/failure factors in past efforts at process improvement by automation and then discuss how these factors apply to implementing BPMS in today's organizations. We will explore the similarities and differences between the process automation of the past 25 years and why it is even more critical in the current business environment to recognize a new way of applying information systems to not just automate business processes, but more importantly to "informate" the work of the "processor" and the manager.
Time: 8:45 November 2, 2005
As long as the BPM conversation is restricted to technologists and BPM insiders, it's likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the boardroom, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.
By: William Ulrich, President, Tactical Strategy Group, Inc.
Large-scale information systems are impacted in a variety of ways as organizations retool business processes and undergo related transformations. Whether migrating, redesigning, consolidating or replacing existing systems, analysts need to gain a better understanding of underlying systems functionality.