Understanding the difference between process and functional thinking is essential when implementing business process management initiatives. See how best-practice organizations have made the shift and get descriptions of what an organization looks like at different stages of process integration.
Best-practice organizations focus their business process management (BPM) initiatives on areas where it will provide the most value. By channeling efforts toward customer and strategic business needs, organizations like Air Products and Chemicals (examined in this article) make large, overall improvements.
We have survived a global dot com meltdown, and a recession deepened by the events of September 11, 2001. The economy is showing signs of recovery. But, things are not as they were. Businesses are being asked to be more responsible, and laws such as the Sarbanes-Oxley Act are requiring it. This renewed focus on “the business as business” signals a return to the process as the means of getting ...
APQC's 2008 Process Measures and Analytics: The Right Data for the Right Decisions study examined how best-practice organizations connect process activities to measures and analytics. This overview outlines the findings from that study and the primary ways organizations are leveraging quantitative analysis to support better business process management (BPM). The full report contains case studies ...
A business process management (bpm) center of Excellence (coE) helps accelerate bpm implementations while avoiding past mistakes by centrally coordinating and leveraging the core functions of skills, governance, artifact repository and bpm community. however, establishing a coE need not be a huge initial undertaking. For example, an informal coE with only the key roles populated can emerge ...
Learn how best-practice organizations allocate funds to business process management (BPM). Based on APQC research, this article explains how resources, funds, and reporting are handled for the BPM programs at top-performing organizations.
Organizations that manage by process see marked improvements as they integrate cross-functional work with end-to-end goals in mind. APQC's 2005 Business Process Management study examined best-practice organizations that successfully implemented business process management (BPM) enterprise-wide. This overview outlines the major findings uncovered during the study. The full report contains in-depth ...
These standard definitions--including business process management (BPM), functional-based organization, and process-focused organization--provide clarity and direction when implementing and explaining BPM within an organization.
Gartner’s updated Magic Quadrant represents one of several tools clients can use to evaluate this market. The 2009 Magic Quadrant depicts the relative strengths of the top 22 vendors offering multiregional, cross-industry business process management suites (BPMSs) that interest Gartner clients and nonclients the most. These vendors account for most spending in the BPMS market. However, customers ...
This technical paper examines two solution methodologies and the various implementation strategies they provide. The first method is the traditional application development approach, which is based on an object-oriented design model and produces hard-coded applications. The second is a business process management (BPM) strategy that uses a process-oriented design model and delivers automated ...
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