Displaying 1981 - 1990 of 2102 resources matching your criteria.

Rules Management Software and Enabling Non-Technical Rule Authors

When we started with business rules, there was a tremendous gap in understanding between team members who knew the rules engine technology, and those who had the business knowledge necessary to write rules. That gap has narrowed, but remains … and probably always will. We have bridged it with a variety of original software tools and processes that are heading toward becoming an integrated rules management environment. Most days, the business users are happy.

The Business Value of Process Standards

Companies of all sizes can benefit from effective business process management. Emerging BPM standards are designed to improve relationships between customers and suppliers, to identify new opportunities for organization growth and to turn value chain choreography into a competitive advantage.

Business Process Portfolio Management

Organizations typically undertake periodic process improvement efforts (re-engineering, six-sigma, BPR) that are focused on specific business processes which may or may not align with the business strategy. Mature process-oriented organizations continuously manage their processes and process improvement efforts as a portfolio. In this presentation we will consider specific tools to help align the process portfolio with the overall business strategy, and what role the Process Owner plays even when there is no major improvement effort underway.

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.

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