Time: 2:15 September-22-2005
Deploying a Business Process Management (BPM) strategy can be a difficult task. The truth is that many important aspects of an effective BPM strategy are unrelated to the solution or even to the application being implemented.
Today's climate requires companies to be responsive...responsive to customers, suppliers, the market, and competitive threats. But responding to market pressures is difficult. Especially if the state of the business is in disarray. Or, even worse, unknown. Managing performance helps clients not only to understand clearly the state of the business today, but also to anticipate customer demand, competitor's moves, and market dynamics. It provides tools to improve operations and the decision-making power to innovate to stay competitive.
Just as the FBI mission has evolved dramatically since 9/11/01, so has the Information Technology landscape (IT). The FBI is transforming IT systems by undertaking actions to restructure, reorganize, and transform technologies to further support counterterrorism, intelligence, law enforcement, and administrative missions. Business Process Management is vital to the FBI’s continued transformation and evolution. It is the “roadmap” that defines, dissects, and delivers elements of the FBI’s Service-Oriented Architecture, and is the adhesive that makes it hold together. The FBI’s approach to Business Process Management uses both Business Process Reengineering (BPR) and Business Process Improvement (BPI). BPR provides the FBI with a cross-functional view of processes and uses specific redesign and creative thinking techniques to identify and overcome outmoded beliefs and assumptions. It also addresses the organizational change aspects of process redesign. BPI supports the detailed analysis of existing process value and performance to identify opportunities for improvement. Before entering into a path for BPR and BPI, the FBI must first compare current business needs to the current technological capabilities and processes available. Best Practices and customer perspectives are integrated into technology development processes to more accurately design a compelling picture of future FBI business practices.
The 21st century mandate for business is Do More With Less. The 21st century imperative for business is Business Process Management (BPM). The 21st century mandate for government is Do More With Less. The 21st century imperative for government is Government Process Management (GPM). E-Gov does not mean putting scores of government forms on the Internet.
It is about using technology to its fullest to provide services, and that’s where process-powered E-Gov comes in. In this keynote you’ll learn who invented the Internet—and the paper clip—as we explore how today’s constituents demand “my government, on my terms,” and how agencies can support citizen-centered, customer-focused government.
CIOs and IT leaders are under tremendous pressure to demonstrate how they deliver real value to their businesses. They must ensure that their IT staff is working on the right activities at the right time plus ensure that Business and IT priorities are aligned. Summit Strategies analysts have identified a number of key global business process transformations that can be successfully executed when IT and business leaders share a common view - from the dynamic day-to-day operational IT priorities to the ups and downs of customer demand within key business processes.
By: JP Morgenthal, Managing Partner, Avorcor Inc.
This article originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.
Today, with an ever-growing base of standards surrounding it, Web services has evolved into a design philosophy for componentization of business services within and across corporate boundaries. This is what is now being identified as a service-oriented architecture (SOA).
By: Peter Gilbertson, Process and Quality Consultant, CUNA Mutual
The CUNA Mutual Group implemented a major integration project that applied standard methods of business process modeling, requirements management, project management, change management, and organizational design.
Peter Gilbertson is a Process & Quality Consultant at CUNA Mutual Group in Wisconsin . His primary focus is establishing corporate standards for process design and improvement methods as well as supporting large corporate strategic projects.
CUNA Mutual is the leading provider of financial and insurance product and services to credit unions and their members worldwide.
By: Bill Chambers, Principal Analyst, Doculabs
Much has been written about the importance of having a service-oriented architecture (SOA) to support both the development of BPM applications as well as to promote enterprise deployment of BPM.
By: Elliot King, Editor-in-Chief, BPM Strategies Magazine
This article originally appeared in the members only BPM Strategies Magazine. Join today to receive your own copy.
A determined group at Coors has demonstrated the real value of business process management to the executive team.
Coors Brewing Co., a subsidiary of the Molson Coors Brewing Co., is a major U.S. brewer. The parent company is the world’s fifth largest brewer, with revenues of $6 billion annually.
In a world of reduced IT budgets and application backlogs, organizations must be able to reuse services and extend legacy technology. Further, with the ability to orchestrate these services into cross-enterprise business processes, a paradigm shift can be achieved in how applications are constructed, resulting in reduced costs and complexity in offering new services to customers.
Blue Cross Blue Shield of Massachusetts (BCBSMA) has achieved this paradigm shift with the deployment of an SOA-based, business process-driven infrastructure.
