Learn BPM Best Practices from Wells Fargo and how they are using BPM to gain control of their operations and manage their process lifecycle from end-to-end. FIND OUT FIRST HAND how BPM enables their organization to identify, implement, and manage processes-level goals that support their high-level strategic corporate goals. Mr. Falk will explain how:
- To build a business case to move from ECM to BPM
- Wells Fargo is leveraging BPM Technology with their current infrastructure
- To plan for BPM implementations and how to ensure you achieve your strategic goals
Do you know the rules that are actually running your organization? There are several roadmaps for harvesting Business Rules – Business Rule Mining from Legacy Code is a critical component of discovery endeavors. This presentation will include:
- An overview of a Business Rule Roadmap
- Why AND when you should consider business rule mining
- What are the deliverables and how you would use these deliverables
The number one question from individuals exploring using Web Services and designing a Service-Oriented Architecture is, “how much is right for me?” This question drills right down to the core decisions that need to be made around going toward SOA, such as what platform? What tools should I use? What benefit will I receive? This session will look at the key issues for investing in an SOA and Web Services and provide approaches toward pragmatic adoption.
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
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.
