Are you a product-centric enterprise striving for agility in bringing quality goods to market faster? Do you deal with a complex value chain with multiple handoffs and contingency points? Business Process Management (BPM) solutions help companies like yours turn product lifecycle management into a competitive weapon. Download this informative solution brief now to see how leaders have transformed their order management, product planning, and channel forecasting processes to capture more customers and nimbly respond to market changes.
In its simplest form, business process management (BPM) is the definition, modeling, execution, automation and management of business processes. Organizations worldwide use BPM to coordinate workbetween people and systems, with the ultimate goal of improving organizational efficiency, responsiveness and reliability.
SOA is a “thinking process” rather than an architecture tool or a method framework.Six Sigma is a measure of quality that strives for perfection. It is attributed as a disciplined, data-driven approach and methodology for eliminating defects. It is also a way to enable the evaluation / re-evaluate of an organization / project's financial benefits and to verify them.
Are your BI systems loaded with untapped potential that can increase your company’s success? Make all that intelligence actionable with process management solutions and boost performance metrics by magnitudes.Download this informative solution brief, "Making Intelligence Actionable: Business Process Management and Business Intelligence."Enterprises combining BI & BPM report significant performance gains and efficiencies. See how!
SOA and BPM are two of the most talked-about business initiatives: both promise to help companies create new value from existing investments, reuse efforts across many projects, and achieve new levels of agility. But where SOA focuses on creating a more flexible architecture, BPM applies that architecture to optimize the way actual work gets done. Download this complimentary white paper now to discover SOA's relationship with BPM, including the impact BPM has on SOA -and vice-versa.
Companies across all industries and geographies are becoming increasingly interested in service-oriented architecture (SOA). The basic concept behind SOA is not new - that is, the idea of accelerating return on IT investment by turning those assets into reusable building blocks from which new business functionality can be assembled quickly and efficiently. But what makes SOA different is that, for once, the IT industry as a whole has backed the concept and the core underlying technologies, giving SOA massive support and evolving a wide range of standards to make the idea really work.
This Research Brief highlights a selection of the findings from BPMInstitute.org's State of BPMSM survey. It reviews the challenges associated with automating government processes such as correspondence tracking, case management, project management and permit applications that involve integration with a variety of information systems. Many government business transformation initiatives involve replacing a manual, paper-based process with an automated, electronic document-based one.
Business Activity Monitoring (BAM) broke onto the scene three or four years ago, stimulated by the growing interest in Business Process Management (BPM), which made it possible to understand more clearly the relationship between real-time IT operations and business activities. Global 2000 companies, among others, have achieved significant return on investment (ROI) by using BAM as a real-time, intervention-focused tool for measuring and managing business processes.
Many companies are still in the early stages of SOA adoption and so the practice of SOA governance - and likely the concept itself - will be new territory for many IT professionals. And yet, if companies are to realize any meaningful and lasting impact from SOA, then governance is a fact of life that enterprises are going to have to become comfortable with. More than any other factor over the long term, governance will make the difference between SOA success and failure, and proficiency in governing the SOA environment will distinguish IT leaders from laggards.
Part 2: A manager's guide for application and implementation of the Innovation Cycle
Innovation is currently a hot topic in the executive suite and in business publications. Amid the buzz, managers are uncertain about how to reconcile the seemingly opposing calls for increased innovation and bottom-line productivity. As a result, when challenged to grow their businesses they often default to more familiar options, even if growth through innovation could be the best choice. We propose not only a truce between the creative and analytic sides of business, but also a highly valuable method for collaboration that builds upon the strengths of each to maximize the value of innovation investments.
