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.
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.
Time: 2:00 PM 6-28-2005
Deploying a Business Process Management (BPM) strategy can be a difficult task. The truth is that many important aspects of an effective BPM strategy are unrelated to the solution or even to the application being implemented.
Time: 12:15 PM 6-28-2005
Business flexibility requires that companies be responsive...responsive to customers, suppliers, the market, and competitive threats. But how can you respond if you don't know where you are? And if you don't know where you are, how can you decide where you are going? Business Innovation and Optimization helps you not only to understand clearly the state of your business today, right now, but also to anticipate customer demand, competitor's moves, and market dynamics.
Time: 2:45 PM 6-28-2005
The objective of this presentation is to convey the value of an approach to accelerate the definition of business collaborations across a federation of enterprises and its implementation within a Service-oriented Architecture (SOA) environment.
Time:15:45 6-29-2005
Sun Preventive Services provide risk analysis and management solutions for their customers. In order to provide a more flexible and robust solution, Sun decided to use a business rules approach to automate and manage the decision processes involved in analyzing customer systems (hardware, software, patch level and other critical systems data) and recommending resolutions for incompatibilities and configuration errors.