Enterprise Decision Management (EDM) offers organizations the opportunity to lift performance in many areas of operations. Wherever business processes involve complex decisions, and these decisions must be made rapidly, in high volumes and under changing conditions, EDM will improve results.
By: Barbara von Halle, Editorial Director, BR Bulletin & Founder, Knowledge Partners, Inc.
Gartner’s BPM Senior Analyst Jim Sinur advises organizations to “Consider agile BPM templates if you want to cut time to market and cost, while retaining business uniqueness.” ( Business Process Management Suites Will Be the 'Next Big Thing', Gartner Research Note, 8 February 2005 )
By: Bruce Silver, Independent BPMS Industry Analyst
This is the first installment of a monthly column on BPMInstitute.org, BPMS Watch. My focus is software technology dedicated to automating, integrating, and managing business processes, the building blocks of so-called business process management systems (BPMS). I readily admit that within the BPM community there is a contingent that believes BPM has little to do with software, that it’s really a new way of thinking about the business.
By: Brett Champlin, President and founder, Association of Business Process Management Professionals
Leading companies are integrating and optimizing end-to-end business processes and crossing traditional IT system boundaries within organizations. In addition to requiring a good integration strategy, this trend forces companies to adopt process orientation and explore BPM as a technology to orchestrate, optimize and increase flexibility.
Brett Champlin is an internal Process Consultant who leads business and IT process redesign projects. He led the development of an enterprise process model repository and the selection of the enterprise process modeling, analysis and design tools.
Many BPM solutions are beginning to sound very similar while most are missing key components, which are mandatory for a true end-to-end solution. Through goal management, process modeling and simulation, process and workflow management, content management, application integration and dashboard analytics, organizations can focus on seamlessly connecting their planning, objectives and goals directly to their rules and processes. By determining business priorities up front, organizations can ensure the many touch points, workflow and processes support key business objectives.
By: John Evdemon, Business Architectures and Standards, Microsoft Architecture Strategy Team
The Four Tenets of Service Orientation
SOA has become a well-known and somewhat divisive acronym. If one asks two people to define SOA one is likely to receive two very different, possibly conflicting, answers. Some describe SOA as an IT infrastructure for business enablement while others look to SOA for increasing the efficiency of IT. In many ways SOA is a bit like John Godfrey Saxe’s poem about the blind men and the elephant – each of the men describes the elephant a bit differently because each of them are influenced by their individual experiences (e.g.
Please join us to hear a future perspective on BPM from Ken Vollmer of Forrester Research and how “You Can’t Implement BPM with BPM” from Ross Altman, CTO of SeeBeyond.
Ken Vollmer of Forrester will provide his perspective on the future of BPM. In this session, Ken will address the need to combine a structured, systematic methodology for BPM implementation with a Service Oriented Architecture.
Please join us to hear a future perspective on BPM from Ken Vollmer of Forrester Research and how “You Can’t Implement BPM with BPM” from Ross Altman, CTO of SeeBeyond.
IT organizations are spending an alarming amount of their budgets on legacy maintenance. In some sectors as high as 80% – especially where companies have grown through acquisition and have multiple and redundant infrastructures. The cost and risk?
IT organizations are spending an alarming amount of their budgets on legacy maintenance. In some sectors as high as 80% – especially where companies have grown through acquisition and have multiple and redundant infrastructures. The cost and risk?
The use of Business Rule Management Systems is growing at a rapid rate. The Gartner Group suggests "the number of business applications that employ variable business rules will increase to between 30 and 35 percent by the year 2007." As these applications proliferate, it will be essential to provide governance to support intelligent and consistent use of the technology.
