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BPM: Solving the Right Problem

Contributed by:

Tammy Adams, Managing Partner, Chaosity, LLC

By: Jon Huntress, Special Events Correspondent, BPM Institute

Business Process Management projects often end up as "shelfware" for a number of reasons: lack of identifying process goals, misunderstanding the processes themselves, vague initiatives and lack of organization-wide understanding and support. Tammy Adams identifies the main reasons for failure and the necessary steps to follow in order to make process improvement work.

BPM: Technology or Philosophy?

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Trevor Naidoo, President of the Philadelphia/ New Jersey Chapter of ABPMP

The Migration Path to Services Oriented Architecture

Contributed by:

Janelle Hill, VP & Distinguished Analyst, BPM Research, Gartner Inc.

By: Jon Huntress, Special Events Correspondent, SOA Institute

Featuring: Janelle Hill, Program Director, Integration & Development Practice, META Group

Case Study: Framework for Business Process

By: Jon Huntress, Special Events Correspondent, BPM Institute

Featuring: Brett Champlin, Process Consultant, Process Center of Excellence, Allstate Insurance

What’s The Matter with IT?

Contributed by:

Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

By: Andrew Spanyi, Managing Director, Spanyi International

Information technology has come under attack from many quarters since the bursting of the dot-com bubble. Yet another blow was struck recently in Harvard Business Review's sensationally titled article, "IT Doesn't Matter"†. The IT community, still smarting from a two year slump in business volume and an unprecedented slide in stock prices, was quick to rebut the article's contention that IT may no longer be the basis for competitive advantage. The wave of rebuttals included comments by industry luminaries such as Bill Gates of Microsoft and Intel's Craig Barrett, and even gave impulse to a book by Smith and Fingar, IT Doesn't Matter - Business Processes Do.††

Integrating SAP Through BPM Technology

By: Jon Huntress, Special Events Correspondent, BPM Institute

An Interview with Mark Evans, CIO of Tesoro Petroleum

Tesoro Petroleum is an independent refiner and marketer of petroleum products. They have refineries in Washington, Alaska, Hawaii and 240 retail stations including Mirastar stations at Wal-Mart's. They also provide marine logistics services.

Their IT strategy was to create an infrastructure that positions Tesoro to benefit from current Internet technology while integrating disparate sources of information with SAP back office. By doing this they hoped to improve Tesoro's business processes, lower costs, make faster turn-arounds and fewer mistakes. They also wanted to decrease the high overhead costs associated with running SAP.