With approximately $33 billion in assets, Con Edison is one of the nation’s largest investor-owned energy companies serving the New York metropolitan area. Today Con Edison is in the process of developing a world-class business process improvement center of excellence to drive everything from building basic process model repositories to leading large-scale, cross-organizational process reengineering initiatives.
Join Frank La Rocca – Director Shared Services, Con Edison – as he details Con Edison’s best practices for building a world-class process improvement center of excellence.
With organizations giving high priority to maturing their business analysts' skills, it is necessary to reflect on the effectiveness of today's business analysis best practices when adopting Rules-Driven Business Process Management. Understanding how the adoption of business rules and BPM impact the business analyst role is critical to achieving the reduce cost and increased business agility promised by rules and BPM vendors.
Adoption of Business Process Management technologies continues to proliferate amongst organizations providing tangible benefits such as increased performance, better quality of services, and real-time business intelligence dashboards. And while software delivery life cycle is becoming more efficient and agile in nature, program management, risk, and compliance requirements are manifesting to an organizational Babel of impeding processes. This presentation demonstrates a novel approach of implementing BPM software to drive unified governance automation for an adaptive software factory.
We have developed TopCAT, a Top down Central Alert Tracking and management tool. It efficiently handles process alerts from disparate sources. Rolled up stats are displayed as Traffic Lights. This roll-up feature is invaluable for managers. Alert drill down capability facilitates root causes analysis. Alerts trigger display change plus automated messaging to the stake holders. The automated messages include tips from a knowledge management database prompting faster problem resolution. TopCAT is a powerful BPM tool.
This case study describes my experience with using BPM and BDM to automate complex regulations and enterprise policies across a large global enterprise.
After gathering requirements from across the globe, we selected a BPM vendor and hired their best consultants to ensure good results. However, life is not that easy. A portion of the application was implemented with a business rules front end, which worked very well, the rest had gaps. We lacked the ability to present complex rules in a format that the business and IT understood. We implemented BDM during a major upg
As businesses transform and change to meet the ever changing demand to remain competitive, what role does the Cloud have in the new operating models?
Using a Business Architecture Framework enables organizations to identify which capabilities will benefit from Cloud strategies and which capabilities can be differentiated through internal technology development.
The current world wide economic crisis appears to inspire consensus among governments, businesses, and citizens that major changes will have to be implemented in order to return to a healthy, sustainable economy. The current ‘imperative’ is to effectively manage change as an integrated continuum. Simple consensus on the need for massive change, however, does not define the method to bring about that change.
Business architecture is emerging as a key focus for organizations seeking to optimize business environments and governance structures. This presentation provides an overview of business architecture visualization and alignment concepts. The session also examines the current state of business architecture in practice along with commonly deployed approaches. Finally, the session looks at industry frameworks, emerging standards and the importance of business / IT architecture alignment.
In these challenging economic times, you need to find ways to impact the bottom line and differentiate yourself with your customer. This presentation identifies 7 critical wastes, 6 of which do not show up in a process model. You will determine which wastes to address first, learn techniques to overcome wastes and improve the customer experience and identify methods to implement successfully. Taken together this means reducing useless investments and thriving instead.
