Archives for October 2009

BPMS and Organizational Process Sophistication

BPMS and Organizational Process Sophistication BPMS vendors are finding that it can be difficult to sell BPMS software tools to organizations that aren’t knowledgeable about their company’s business processes. Vendors are increasingly recognizing that they need to invest in helping companies model their processes and develop basic process monitoring systems and management capabilities before they […]

Business Intelligence and Mining Techniques

Business Intelligence and Mining Techniques This month, we turn our Spotlight on Articles we have published on Business Intelligence and Mining Techniques that can help managers find patterns in the midst of overwhelming amounts of data. In the past two years, the leading BPM platform vendors have acquired BI and Mining companies, so it’s easy […]

What is Your Process Problem Model?

What is Your Process Problem Model? Explicitly or implicitly, every process practitioner and every process methodology makes assumptions about the nature of business process problems. The Process Problem Model organizes the way a practitioner thinks about his or her goals and defines the things that the practitioner considers when he or she diagnoses a problem.

Keynote ISPI–St.Louis–2009

Keynote ISPI–St.Louis–2009 Paul Harmon’s slide presentation to accompany his Keynote at the September, 2009 ISPI Conference in St. Louis.

Overcoming the Challenge of Real Process Execution

Overcoming the Challenge of Real Process Execution Years of experience as a consultant focusing on process improvement has led Volkmar Volzke to develop a methodology for sustained execution of processes. In this Article, he shares his methodology which he believes will lead to real “operative process execution” rather than “conceptual execution,” which he feels can […]

Leading Process Change–Part 2

Leading Process Change–Part 2 In Part 1 of Leading Process Change, Andrew Spanyi described the role of the leader in getting ready for change. In Part 2, he considers the leader’s role in the “taking action” stage. Read Part 2 for specific direction on what actions to take as well as what actions to avoid.

Integrating Modeling at Several Design Abstraction Levels in Architecture

Integrating Modeling at Several Design Abstraction Levels in Architecture Oscar Barros and Cristian Julio wrote this Article in response to Roger Burlton’s July Column in which he discussed his perspective on process modeling. They propose an alternative approach which they present here. Read their Article to see if you agree with their approach.

Process Improvement: What do Process Owners Do

Process Improvement: What do Process Owners Do In their July Column, Alan Ramias and Cherie Wilkins discussed various approaches to process ownership. This month, they focus on what they have observed individual process owners doing and offer some advice on what they should be doing. The difference between tasks performed and those that should be […]

Extreme Competition: Service Process Management

Extreme Competition: Service Process Management This month, Peter Fingar turns his focus to service science and its application to BPM. Although the service sector represents 70% to 80% of the GDP in advanced economies, little has been done to take on services as the object of BPM initiatives. Peter offers his perspective on why this […]

BPM in India: Maturity of BPM in India—the Process Management Dimension

BPM in India: Maturity of BPM in India—the Process Management Dimension Jyoti Bhat and Jude Fernandez believe that process management deserves considerable mention in any narrative describing India’s rise as an economic power. They observe that maturity in processes has become a strategy for producing and delivering superior quality products and services. Readers will be […]

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