How do process models and business rules modeling relate in practice? If business rules are separated from process, how are the two integrated and how is the resultant model improved by this technique? This presentation describes a proven, iterative approach to integrating process and business rule modeling that improves the clarity of the overall business models produced and exposes the essential business processes with less procedural bias.
Process design principles are distilled best practices from world-class organizations. By using design principles, a team can craft a new process, which in many instances achieves a 50% reduction in time and cost and with much higher quality. In this presentation, case studies will highlight the use of design principles from the author’s own experience.
This session will discuss key components of an enterprise-wide process model and how one organization is using their model to not only understand and improve how their business operates but to make key strategic and operational decisions. A comprehensive process model can help you answer such questions as:
- Which core business processes will be impacted by the latest IT project?
- What is the impact of staffing adjustments to the business?
Developing a successful Business Process Management (BPM) strategy requires discipline laid over technical, process, industry, and corporate knowledge. For most, this means taking a leap outside of their traditional comfort zone in strategic planning and technical implementation.
Time: 9:20 6-28-2005
Seeking operational excellence, leading companies are integrating and optimizing end-to-end business processes spanning functional silos and crossing traditional IT systems' boundaries. In addition to requiring a good integration strategy this trend is forcing companies to adopt process orientation and explore Business Process Management as a technology to orchestrate, optimize and increase the flexibility of critical business processes.
BPM has catapulted to priority number one for organizations who understand how mastering their processes translates to very tangible competitive advantages. However, to fully unlock the power of BPM, preparation is the most important factor in BPM success.
Almost every firm licenses a fair amount of package software. While these products are great for improving productivity, they don't always create new competitive advantage. It would be illogical to expect a standardized solution to deliver unique, marketplace advantages to its users. Business process innovation offers the means for strategic and competitive advantage particularly when BPM, EA and composite applications are part of the solution. What do you need to do to orient your firm for greater market success? Find out where business process innovation drives market success.
Contributed by: Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org
Moderated by: Tom Dwyer, Editorial Director, BPMInstitute.org and Research Director, Yankee Group
Time: 9:15 6-29-2005
Much has been written about the promise of transforming to a process-driven enterprise: better synergy between business requirements and information technology solutions, faster response to change, and improved visibility of business operations. However, there are roadblocks that prevent the design of a fluid organization that delay the realization of the promise. This panel will review the roadblocks, discuss lessons learned and present recommendations for realizing a process-driven enterprise.
The presentation will detail insights from case studies completed by the CAM–I Program including:
- How we define Process Based Management.
- The key learning’s from the case studies.
- An assessment framework to determine how an organization is doing on the road to becoming a process – based organization.
- A continuum model to show you where you are on the road and what’s ahead.
Time: 10:15 6-28-2005
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.
