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Case Study: “The Project Process” – Integration of the Big Five – Process Modeling, Project Management, Change Management and Organizational Change

I will share some experiences and lessons learned at CUNA Mututal from integrating and applying standard methods (business process modeling, requirements management, project management, change management, and organizational design) on a large strategic project at CUNA Mutual Group. I will demonstrate how we created the “Project Process”, from five individual standalone methodologies.

Case Study: Business Process Management - Applying Best Practices to Sales and Operations Planning

The Sales & Operations Planning function balances supply and demand at the SKU/sub-SKU level to maximize in-stock performance while minimizing inventory levels. Managing this process is not about reporting on actual performance, nor is it about an application that produces a monthly plan. Instead, what is required is an environment that allows planners to continually adjust SKU/sub-SKU demand and production on a forward basis, thus tuning the business to the realities of the marketplace as they unfold.

New Directions in BPMS Technology

While they sound the same on the surface, BPM software solutions 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, and each makes specific assumptions about the roles and required skills of process designers. Using illustrations from leading BPM offerings, this talk shows how to find the software that fits your particular needs.

Best Practices in Business Process Management

With organizations focusing on improving efficiencies and leveraging existing systems, business process management (BPM) is now a top priority. While the concept is not new, the notion of a “process” is broadening. This session will help attendees understand BPM and where it can be used for their organization, many companies already have BPM providers in house and don’t even know it.

Process Agility Can Enable Enterprise Agility

In today's market, BPM is generating so much attention because as a platform for business optimization, it holds so much promise. To deliver on this promise and really be effective, many issues should be considered. If the proper BPM platform is implemented in the right way, BPM can be the primary enabler for process agility and enterprise agility. In this session Brian will explore how and why BPM can deliver on this when so many other technologies have fallen well short.

Co-Chair Keynote: Back To The Future - Lessons Learned From Past Futures

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.

The Great 21st Century Business Reformation

As long as the BPM conversation is restricted to technologists and BPM insiders, it’s likely to become just another technique for squeezing out costs and making incremental performance improvements. On the other hand, for some early pioneers where the conversation has reached the board room, BPM portends much more. Indeed, there is a Next Big Thing in business, but it's not just about technology and incremental improvement; it's about operational transformation, driven by the emergence of a wired, flat world.

Leveraging BPM in Uniting People, Process & Technology

The volatile nature of today's business and regulatory environments is driving organizations to address process-change head on. The financial services industry is no exception. Business processes have traditionally required manual intervention, thus missing the mark in achieving true straight-through processing.

BPM at Work: Improving Property Management Processes at a Large R&D Facility

BPM at Work: Improving Property Management Processes at a Large R&D Facility

NASA - Goddard Space Flight Center uses more than $525 million of technical and administrative accountable government property in the performance of its mission. The Logistics Management Division has responsibility for establishing tracking controls for this property through its entire life cycle using bar code technology and the NASA Equipment Management System (NEMS) central database, to include newly purchased equipment; fabricated equipment; user account inventories; user transfers and loans; shipping controls; and equipment excess, reutilization, schools donations and property sales.