Much has been written about the promise of transforming to a process- driven enterprise: better synergy between business requirements and information technology solutions, faster response to change, and improved visibility of business operations. However, there are roadblocks that prevent the design of a fluid organization that delay the realization of the promise. This panel will review the roadblocks, discuss lessons learned and present recommendations for realizing a process-driven enterprise.
Business Process Management offers organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, the same technology that supports BPM can also be used to implement composite applications and service-oriented architecture. This session will explore these additional capabilities by looking at case studies of organizations that have implemented these advanced features.
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.
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.
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.
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.
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.
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.
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.
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.