Today's IT challenges are defined as much by what is in place already as by what might be missing. We have lived through the "killer app" era, having spent the last two decades building islands of automation with packaged software. But the legacy left by these systems is an integration problem that today consumes the lion's share most IT budgets.
This publication will serve as the voice of the BPM Community and is designed specifically for business and IT leaders charged with leading their organization's process innovation efforts. Additionally, BPM Strategies will facilitate the development of an accepted Business Process vocabulary to be utilized by organizations at large.
Hosted applications are nothing new. Application Service Providers (ASPs) made their meteoric rise (and crashing fall) in the late 1990s, as an offshoot of the Internet Boom. The premise was to provide enterprises with the full features and functionalities of applications such as customer relationship management, sales force automation, and supply chain, without the overhead of having to install, manage, and upgrade the solutions.
Every one of us can recount stories of projects that dropped into a black hole or got caught in red tape. How we submitted an application that fell through the cracks. How cross functional projects were not completed well or on time. How, after repeated phone calls, we were asked once again to state the original problem.These stories relate to people-intensive processes—processes that involve subjective decision-making, human coordination, unanticipated exceptions and are integral to virtually every organization.
Specifying process maps for complex business processes can be a time-consuming effort that produces hard to understand process maps and documentation. Ultimus has written a white paper to describe its patented technology solution to this problem.
By: William Ulrich, President, Tactical Strategy Group, Inc
You are in charge of retooling business processes for customer services. Your analysis found that several regional service centers can use a common set of standardized, streamlined business processes to improve customer service and reduce business expenditures. Unfortunately, each business unit relies on unique, back-end applications that perform similar, yet conflicting and redundant functions. This could undermine the entire initiative.
By: Jon Huntress, Special Events Correspondent, BPM Institute
Brian Cooper, Managing Partner, Live Oak BPM Solutions and Board Member, ABPMP.org.
Contributed by:Tom Dwyer, Editorial Director and current Faculty Member,
BPMInstitute.org
By: Tom Dwyer, Editorial Director, BPMInstitute.org
BPMInstitute's State of Business Process Management study, released 8/2/2004, shows that companies are, indeed, seeking to transform themselves into process-centric organizations and consider this transformation to be critical to the company’s future success. Responding enterprises agreed that effectively architecting and managing a process-driven enterprise requires strategic planning of business goals, identification of mission-critical business processes and specification of desired process improvement outcomes
By: Mark Smith, CEO & Senior Vice President of Research
Summary
By: Bob Jandro, President and CEO, Nsite
A few years ago, when I was heading up the telecommunications industry group for a Fortune 500 software company, we had a saying, “There’s no such thing as a standard price quote.” Virtually every deal called for special pricing relative to the particular needs of the customer, whether scope of deployment, customization or a host of other factors. So rather than closing business based on pre-set pricing guidelines, the salespeople had to literally walk every deal through a fairly onerous approvals routine, involving lots of phone calls, emails, faxes and spreadsheets.