Business Process Management offers organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, the same technology that supports BPM can also be used to implement composite applications and service-oriented architecture. This session will explore these additional capabilities by looking at case studies of organizations that have implemented these advanced features.
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.
Compliance with government regulations has forced organizations to look at their businesses in a new light. Leaders are beginning to leverage their compliance efforts in order to drive concurrent business improvements.
These improvements may not only help a business perform better, but may also fundamentally reinforce the primary purpose of regulatory mandates – improved transparency into business management along with bolstered investor & market confidence.
This presentation will explore the dual focus that is required in today’s marketplace.
Time: 2:45 PM 6-28-2005
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.
Time: 2:00 PM 6-28-2005
Companies are recognizing today, more than ever, the importance of operational alignment in overall company success and how improved processes can provide a foundation for executives to improve execution effectiveness. One of the keys to that effectiveness is alignment of operational plans and actions with corporate performance objectives.
In recent years the technology that automates collaboration, share plans and applies analytics for performance improvement has blossomed.
Achieving optimal performance and results of your business should be absolutely essential to your Business Process Management efforts. This focus on results is the basis for Performance Management and what is required to maximize Process Performance. Unfortunately most organizations just focus on productivity improvement for efficiency gains. To reach your full potential having the right level of Process Performance and focus on effectiveness will help you reach your full potential.
While they sound the same on the surface, BPMS offerings don’t all work the same way and don't all do the same thing. Each offering is optimized for a specific set of processes, integration requirements, human interface requirements, exception-handling requirements, and performance management requirements. Each makes specific assumptions about the roles and required skills of process designers. And offerings differ widely in key features such as business rules, performance management, and content-awareness.
Time: 8:35 6-28-2005
The understanding that cross-functional processes are the mechanism for delivering value to customers is the greatest management breakthrough of the last 75 years. However, the potential of this important idea to assist executives in the effective management of their organizations remains largely untapped.
The three “R’s” of information risk management:
- Risk Metrics
- Risk Measurement
- ROI
These are the three core elements of information risk management. Of course
these can be subdivided into their respective elements, and, key to their utility, business utility, that is, is their facility for supporting the identification of the ROI (return on investment) of sound information security. Each of these core elements of information risk management is discussed below.
Time: 9:45 29-6-2005
Business Process and Enterprise Architecture are both hot today. The problem is that they are often approaching the same problems from two rather different directions. Ken Orr will discuss how to integrate BP and EA initiatives through a business-driven approach called Business Enterprise Architecture Modeling. As this approach suggests, it is driven from the business strategy, business problems, business opportunities and business processes rather than from the technology side. Mr. Orr will also discuss where he sees BP and EA going in the long run.
