Submitted by gknudson on Wed, 2015-01-28 11:43
The increasing pace of change in technology and communications compels organizations to rapidly adapt to create and/or defend their value proposition. Each transformational step touches some aspect of BPM, or in a larger sense business transformation, from strategy to innovation to solution implementation to continuous process improvement.
Market Forces Affecting Business Transformation
Submitted by gknudson on Thu, 2014-09-25 09:26
There are three vitally important components for successfully implementing BPM:
- Analysis and Design – Assessing and re-engineering “as-is” processes to eliminate waste while capturing business and technical requirements into realistic and attainable objectives, specifications, and solutions (“to-be”) aligned with strategic objectives and metrics
- Program Management – Aligning strategy with solution design and human resources to guide development and on-going change management to ensure on-time in-budget delivery
Submitted by gknudson on Wed, 2014-09-24 14:40
Submitted by gknudson on Mon, 2014-06-16 09:02
In the context of BPM-based solutions, reusability is a sum of several key components, including:
Submitted by gknudson on Thu, 2014-05-22 08:55
Gartner recently released a report about BPM-based Case Management Frameworks featuring BizFlow. I'd like to add more context to its summary of BizFlow capabilities.
Gartner has defined the following 11 critical capabilities for case management solutions:
1. Supports a broad range of content types and content interaction services
Submitted by gknudson on Fri, 2014-04-04 08:28
One of the most frequent questions I hear is "what is the level of effort for implementing BPM." It's a loaded question as level of effort (LOE) depends where you start and end.
Submitted by gknudson on Fri, 2014-04-04 07:30
Often we are asked about how to use BPM for analytics. BPM gathers data for reporting through forms (open form fields, fields with list values, validation mechanisms) and process definitions (human and system interactions affecting touchtime, turn-around time, responses, deadlines, escalations, SLAs, etc.).
Most often users get access to this data via standard out-of-the-box reports (e.g., work/user/day, work/user/month, work/group/month, late work/user/month, etc.).
Submitted by gknudson on Wed, 2014-01-08 12:11
When creating new applications, think hard about what KPIs you want to capture to measure success. KPIs can be inserted at the process level and at the forms level. In the process model you can add rules governing deadlines, escalations, and scheduling (expected wait times, expected working time, planned completion time) that act as KPIs for measuring efficiencies (cycle time) and effectiveness.
Submitted by gknudson on Sun, 2013-12-08 16:57
BPM es como un viaje. Para realmente poder dominarlo, uno requiere tiempo. Con una disciplina metodológica se puede lograr cosechar éxitos y asegurar triunfos en el futuro. Así un primer proceso automatizado pronto se convierte en 10 y más. Lo que tomó 3 meses para desarrollarse ya se cambia a entregas mensuales de mejoras y nuevas soluciones.
Organizaciones que alcanzan este tipo de éxito aplican generalmente lo siguiente:
Submitted by gknudson on Tue, 2013-11-12 11:44
Tips for Successful BPM Implementations and Continual Process Improvement
BPM is a journey. It is mastered over time. With methodical discipline one success turns into another. One process automated in time becomes ten. What took three months to develop and deploy turns into monthly deliveries of new solutions.
Organizations experiencing this type of ongoing success do the following: