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Displaying 1 - 10 of 1633 resources matching your criteria.

The Five Most Important Differences Between The Decision Model and Business Rules Approaches

Contributed by: Larry Goldberg Managing Partner , Knowledge Partners International

While many organizations have adopted The Decision Model, others are actively exploring how it may improve or totally replace their current business rules approaches.  The latter are asking the critical question:

How is The Decision is Model different from what we are doing and why are these differences important?

Enabling Process Intelligence Through Process Mining & Analytics

To be successful in today’s increasingly transparent and competitive business world, organizations need to provide visibility into business processes while optimizing their use of internal resources to improve business performance. Accomplishing these goals requires powerful data collection and analytical tools to gain actionable insights into business processes, systems and data.

Have you Assessed your BPM Efforts?

Contributed by: Pat Dowdle Process Strategist , Process Strategy Group

Co-authored by: Jerry Stevens, Process Strategist, Process Strategy Group

Most organizations are improving processes in some shape or form..  Many companies employ some type of improvement method, whether it is Lean, Six Sigma, TQM, BPM or some iteration of an improvement technique. They realize that the most effective way to improve how an organization provides products and services to their customers is through the review and improvement of customer facing processes.

Capability Mapping Shortcuts: The Risks & Advantages

Contributed by: William Ulrich President , TSG, Inc.

More and more organizations are looking for ways to expedite capability mapping efforts – with limited success. Seeking shortcuts to establishing a robust baseline upon which to build business strategies and priorities, drive initiatives, target funding and drive IT architecture has delivered suboptimal results. With so much at stake and so many organizations seeking answers, I would like to say that there is a quick and easy approach to establishing capability maps and other foundational aspects of business architecture.

Independent Comparison of BPM from Pegasystems, TIBCO & IBM

Lustratus Research, a leading analyst, compared BPM from Pegasystems, TIBCO & IBM to uncover the best approach to process improvement from a customer's perspective:

  • Total Cost of Ownership
  • Risk of investment
  • Time to Value
  • Overall Value

Change Management Strategies: 6 Tips

Contributed by: Karen Tricomi Process Architect , Financial Services Industry

“People hate change!”  This is a pretty well-accepted statement for those of us who work in the technology industry. Most of us involved in driving change in large organizations have the battle scars from those that were less than successful.

Smartening the System

Contributed by: Claye Greene Managing Director , Technology Blue, Inc.

Education systems across the world are learning to strategically apply information technologies to make use of one of their greatest assets: data.

Predictive Analytics is a key technology that is stretching the capabilities of leaders to make more informed decisions about students, schools and special programs.  Gone are the days of gut feel decisions based on the here-and-now.

Culture Change and Business Process - Solution Approach No. 1

Contributed by: Faun deHenry President and CEO , FMT Systems Inc.

 

Perhaps you recall my recent article  - “Culture Matters.” Included in the article were approaches that my colleagues and I had used over the years to support change and transformation in a variety of organizations. I had listed various approaches and the first bullet in that article was:

Extending Your Business Rules with BPM

System (BRMS) understands the benefits of empowering knowledge workers to respond quickly to changing market dynamics.  Business Rules are a powerful tool for automating and optimizing decisions, and a critical part of an overall process improvement initiative. 

On the Edge with the Business Architecture

Contributed by: Ralph Whittle Enterprise Business Architect , Independent Consultant

The title of this article may cause one to think about the “edge” in a “bleeding edge” context in that the Business Architecture (BA) represents a new high risk initiative that will most likely consume vast amounts of corporate resources in order to succeed.  One might consider other similar contexts such as “cutting edge” or “leading edge,” but there is another context to consider as well.  In the 21st Century we live in the Information Age which is sometimes referred to as the Computer Age or Digital Age.  Apart from how one refers to

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