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Resources in Business Process Management (BPM)

Here you will find a mix of articles, white papers, webcasts, archived presentations and more covering the topic of BPM and its sub-topics.

Displaying 101 - 110 of 1537 resources matching your criteria.

Disguising Analysis: Making the Medicine Go Down

Contributed by:Alan Ramias,  Partner,  Performance Design Lab

Ask process improvement experts (which I have done over the years in teaching and consulting with such people) what is the hardest part of doing a process improvement project and they tend to say analysis. And in fact, it’s not just among process practitioners that you will hear people say that analysis is their most challenging activity: training program developers, organizational effectiveness types, change management coaches, etc., also tend to cite analysis as the toughest aspect of their work.

Staying Out of the Weeds with BPM Process Modeling

Contributed by:Shelley Sweet,  Faculty Member, BPMInstitute.org and President,  i4 Process

Do you experience these challenges in trying to create a current state process model?

  • The team gets mired in process problem details
  • People have ideas for improvements but you are not really ready for solutions yet
  • Some groups do the process one way and others do it a different way.
  • Some people think it’s a big problem but you don’t know for sure.

Here are two techniques that will really help you out and make life much easier.

  1. Start with a single process instance
  2. Keep the I-4 Lists as you document

Start with a Single Process Instance

Begin by selecting a single process instance that the team will follow. Capturing one instance of a real completed process makes it easy to complete the model in 90 minutes or less, and it won’t have the spaghetti look of a process model showing all the exceptions.

For optimum results, pick an instance to start with…

How Ricoh is using BPM to Drive Continuous Improvement

Join this webinar to learn how global technology leader Ricoh Australia has successfully introduced a standardized approach to process mapping. Declan O’Reilly, Business Excellence Manager at Ricoh will provide a first-hand account of their process mapping journey, sharing lessons learned and some of the immediate benefits the organization has realized including:
  • More effective process creation, capture and communication
  • Empowering teams across the organization to deliver a consistent customer experience
  • Simplifying external and financial audit processes
  • Ensuring adherence to quality and compliance requirements critical to their carbon neutral status
  • Better management and communication of client SLAs

Two Tools that Help Link Processes with Strategy

Contributed by:Andrew Campbell,  Mr,  Ashridge Executive Education

When doing process work, attention is rightly drawn to the detail: the 43 steps in the process, the tests for waste, the flow bottlenecks, the measures of variation and so on. How, therefore, does a process expert keep connected to the strategy? How does he or she avoid optimising a process only to find that there are unforeseen negative consequences for the larger organisation?

The traditional answer to this question is “by focusing on the customer”. But, in my experience this is insufficient. First, it is the strategy that decides which customers to focus on and what value propositions to provide. So a good understanding of the strategy is necessary even to know whether the process work is focused on the right customer or the right service proposition.

How to Work With Challenging Product Owners - Part 1

Contributed by:Jamie Cooke,  Managing Director,  Both Hemispheres, LLC

The "Big Picture Thinker" and the "Aspiring Developer"

Every Agile team has experienced the frustration of working with a Product Owner who is very well intentioned but unable to provide the clear requirements that the team needs to build the most valuable business solution.

This is the first of two articles that address the specific challenges that you may be facing (or will most likely face) in your work with Product Owners. In this article, the focus is on two of the most common types of challenging Product Owners: The "Big Picture Thinker" and the "Aspiring Developer."

The "Big Picture Thinker" Product Owner is an epic thinker, able to give the Agile team a high level description of their requirements but unable to describe (or to decide on) specific system behavior. Their inability to provide the team with adequate detail could be due to several factors, including their limited depth of knowledge and their fear of being responsible for decisions.

5 Easy Steps for Deploying Decisions

Contributed by:Gagan Saxena,  VP Consulting & Principal Consultant,  Decisions Management Solutions

Decisioning systems need to fit in with existing processing systems.

There are five easy steps for deploying decisions using a combination of three core patterns - patterns suited for Legacy Systems, for Commercial Software Packages and for Modern Decision-Centric Systems respectively. This recipe allows for incremental changes that can be directed systematically for a powerful digital transformation.

Step 1- Pull Decisions out of Processes

Explicitly defined and managed decisions (a) simplify processes by abstracting the embedded business logic, and (b) allow knowledge to be injected into processes in the form of advanced analytical models and business rules.

Policies, Procedures, and Standards

Contributed by:Karen Tricomi,  Consultant,  The Process Geek

At a recent engagement, I encountered several departments that asked me to help write their departmental policy on a particular subject. When I inquired as to the governance process for changing existing company policy, they looked at me blankly and said no, I didn’t understand – they needed a new policy, just for their department. After a little probing into the governance of their company policy (this enterprise had a single policy covering everything), and some further discussion, we ultimately settled on writing a new procedure and developing accompanying forms and workflows. I ended up helping this department rewrite their documents into the appropriate format, and working with them to better understand the hierarchy.

This got me to reflecting on how many times in my career I’ve heard confusion about policies, standards, procedures, and guidelines. Reasonable people will differ in their definitions, but here’s how I understand them to work best.

5 Steps to Get Your BPM Project on Stable Footing Out of The Gate

Contributed by:David Hamme,  Managing Director,  Ephesus Consulting

Is your improvement project failing? Depending upon which study you reference, roughly two thirds of projects fail to produce their promised outcomes. Such failures result in a tremendous waste of resources and even more unfortunately - lost opportunities to seize advantage over competitors. Looking deeper, we often find failure is almost preordained. Projects are pushed out of the chute armed with confusing directives and inadequate resources. Once a team is assigned to address an opportunity, invariably the first task is to translate leadership intentions into a realistic deliverable. Such translations can be overly challenging to make. In the name of expediency, project teams are routinely asked to run out on the ice before strapping on their ice cleats. Without stable footing, epitomized by a well-defined mission and clear field instructions, they lack the foundational necessities to hit the ground running.

The BPM Cathedral vs. Bazaar Model

Contributed by:Frank Teti,  Digital Advisor / Manager,  Capgemini Invent

When looking at BPM there appears to be two distinct worlds Pegasystems Inc. and one that is more standards-driven that includes vendors, such as, IBM, Appian, etc.  BPM using Pegasystems’ PRPC versus BPM proscribed by this latter set of vendors represent two very different philosophies on how to implement BPM systems. However, I would say that the one thing that all vendors appear to agree with is that an enterprise-grade BPMS is a truly disruptive technology, since its tactical mission is usually to:

  • Extend the functionality of existing apps, 
  • Enable disintermediation between applications, 
  • Tightly-integrate processing gaps among disparate applications
  • Provide opportunistic business application behavior that takes advantage of new technologies and techniques in order to deliver superior functionality

Blockchain for Organizational Culture: Part II

Contributed by:Dr. Setrag Khoshafian,  Principal and Chief Scientist,  Khosh Consulting

Editors Note: DBizInstitute is excited to share this article, written by Dr. Setrag Khoshafian, with our community and in advance of his new book release. Keep an eye on our website as we share additional articles in the coming months written by Setrag, as well as a pending Meet the Author webcast to discuss his new book 'How to Alleviate Digital Transformation Debt’ expected to air Fall 2021. This article was originally published on CognitiveWorld.com in 2017. 

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