Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success.
The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces.
"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure and optimize therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?”
The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver!
The document provides an overview of Bluesky Connect, a publication from Bluesky HR Solutions.
The first section discusses the need for moderate, periodic attrition of strategic and leadership levels to encourage organizational change and renewal. The next section emphasizes the importance of dashboard management for SMEs to make timely, accurate decisions. It states key personnel and executive attrition are more important metrics than general attrition.
The last section announces new additions to the Bluesky team, client updates, an upcoming management development program, and solicits interest in outsourcing HR functions.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organization.
The document discusses the idea behind an upcoming two-day workshop on advanced business process management techniques. It notes that while many companies have undergone restructuring and optimization efforts, most have not fully adapted to the pace of globalization and technological change. The workshop aims to teach participants how to design efficient and effective business processes that more closely align with customer needs in order to gain competitive advantages. The course outline indicates the workshop will cover process diagnostics, improvement opportunities, and aligning all processes to achieve successful customer outcomes.
Business processes are not your businessMarc Buyens
BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation.
The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces.
"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure and optimize therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?”
The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver!
The document provides an overview of Bluesky Connect, a publication from Bluesky HR Solutions.
The first section discusses the need for moderate, periodic attrition of strategic and leadership levels to encourage organizational change and renewal. The next section emphasizes the importance of dashboard management for SMEs to make timely, accurate decisions. It states key personnel and executive attrition are more important metrics than general attrition.
The last section announces new additions to the Bluesky team, client updates, an upcoming management development program, and solicits interest in outsourcing HR functions.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organization.
The document discusses the idea behind an upcoming two-day workshop on advanced business process management techniques. It notes that while many companies have undergone restructuring and optimization efforts, most have not fully adapted to the pace of globalization and technological change. The workshop aims to teach participants how to design efficient and effective business processes that more closely align with customer needs in order to gain competitive advantages. The course outline indicates the workshop will cover process diagnostics, improvement opportunities, and aligning all processes to achieve successful customer outcomes.
Business processes are not your businessMarc Buyens
BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation.
Managing Talent At The Speed Of Businesssunildatatree
This document discusses the challenges companies face in managing talent at the speed of business. Due to constant technological changes and shorter product lifecycles, companies must constantly change and adapt their organizations. However, traditional approaches to talent management are no longer sufficient. To compete, companies need to create an "accelerated workforce" that can quickly adapt to changes. This requires rethinking talent strategies and processes to make them more dynamic, responsive, and aligned with evolving business needs.
BetaCodexC2 - Case Study "Logoplaste" on TransformationGebhard Borck
The document summarizes Logoplaste's transformation from a traditional "command and control" management model to a "Beyond Budgeting" model.
Logoplaste recognized the need to change due to decreasing profitability and inability to meet growth goals under the existing model. They were introduced to the Beyond Budgeting approach through seminars and workshops. An assessment found their current model did not align with critical success factors of today like fast response, innovation, and customer relations.
Beyond Budgeting emphasizes decentralized decision making, relative performance contracts, and alignment with critical success factors. Logoplaste began a transformation program around building foundations for the future centered on talent, innovation, customer focus, and governance. Their goal was to develop an
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
iPopped, The Paradigm Shift Driving Business Model Innovation by Richard D Sm...richarddsmith
SMITH-TRG\'s Richard D. Smith, digital media visionary and innovative value creation thought leader addresses today\'s need for business model innovation.
Creativity, collaboration, and culture are increasingly seen as the key drivers of business success in today's global economy. A study found that companies that embraced creativity, played big through collaboration across boundaries, and established a strong culture were thriving, even in difficult economic times. The study identified these as the "C Factors" that separate winning companies from others. Creativity was seen as critical for all businesses and jobs today, and many companies reported being more creative now than five years ago. Leadership must foster and support creativity for new ideas and innovation to thrive within an organization.
Building Value Through Enterprise Architecturedfnewman
This document provides contact information for various Booz & Company consultants located around the world who specialize in enterprise architecture. It then discusses the key findings of a Booz & Company study on how enterprise architecture maturity impacts business value. The study found that organizations with higher EA maturity captured more business value in terms of reduced costs, complexity, risk and increased agility. It also found that the relationship between maturity and value is linked, with more mature organizations capturing value across more areas. The document provides examples of how specific organizations captured various types of value from their EA programs.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Future of Work Enabler: Worker EmpowermentCognizant
By empowering employees with more flexible tools and policies, organizations can tap into the full potential of their workers and foster a culture of innovation. This report is an installment in our multi-part series that explores the shifts necessary for future-proofing your company.
This document discusses a study examining how the design of an entrepreneurial firm's business model affects its performance. The study defines the business model as how a firm structures transactions to create value through exploiting business opportunities. It analyzes how two design themes - efficiency-centered designs that optimize existing activities, and novelty-centered designs that introduce new activities - influence firm performance. Analyzing data on 190 publicly listed entrepreneurial firms, the study finds that novelty-centered designs positively impact performance, and attempting both design themes may be counterproductive due to potential diseconomies of scope.
Prototyping is potentially the most important part of innovating a company's business model. In established companies, there are often ideas that do not fit the current business model and are not seriously considered. Another way for companies to innovate their business model is through prototyping, which can help create buy-in for needed changes. Feedback loops should be built into prototyping to challenge assumptions and allow for changing course if needed. The business model canvas provides a framework to clarify different aspects of a business model.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Silicon Systems provides IT management consulting and services including marketing, branding, CXO consulting, and IT products. Their philosophy is to act as a business architect and leverage organizational capabilities to help clients grow, unlock potential, and stay competitive. Their vision is to be a global consulting house that helps clients thrive horizontally and vertically to become industry leaders. They provide strategic consulting, transformation services, and help drive innovation through new business models and technologies.
Understanding Social Business Excellence - Enterprise2.0Summit 2012, ParisRawn Shah
The document summarizes a keynote presentation by Rawn Shah on social business excellence. Shah discusses how social media has opened up conversations across organizational silos and lines of business. He outlines how social interactions can create value for businesses at different levels from capturing unstructured data to enabling transformation. Shah also maps how this value creation relates to key business scenarios in product innovation, customer insights, and workforce optimization.
Kabupaten Pakpak Bharat menerbitkan laporan Transparansi Pengelolaan Anggaran Daerah tahun 2014. Laporan ini berisi informasi mengenai pengelolaan anggaran daerah Kabupaten Pakpak Bharat pada tahun tersebut.
This document provides an overview of epilepsy, including:
- The distinction between seizures and epilepsy and different seizure types.
- Epidemiology showing epilepsy prevalence of 0.5-1% and incidence of 40-70 per 100,000 people per year.
- The International League Against Epilepsy classification of seizure types including partial, generalized, and unclassified seizures.
- Descriptions of common seizure types like simple partial, complex partial, absence, myoclonic, and tonic-clonic seizures.
- Diagnostic steps for epilepsy including history, EEG, imaging, and long-term monitoring.
Managing Talent At The Speed Of Businesssunildatatree
This document discusses the challenges companies face in managing talent at the speed of business. Due to constant technological changes and shorter product lifecycles, companies must constantly change and adapt their organizations. However, traditional approaches to talent management are no longer sufficient. To compete, companies need to create an "accelerated workforce" that can quickly adapt to changes. This requires rethinking talent strategies and processes to make them more dynamic, responsive, and aligned with evolving business needs.
BetaCodexC2 - Case Study "Logoplaste" on TransformationGebhard Borck
The document summarizes Logoplaste's transformation from a traditional "command and control" management model to a "Beyond Budgeting" model.
Logoplaste recognized the need to change due to decreasing profitability and inability to meet growth goals under the existing model. They were introduced to the Beyond Budgeting approach through seminars and workshops. An assessment found their current model did not align with critical success factors of today like fast response, innovation, and customer relations.
Beyond Budgeting emphasizes decentralized decision making, relative performance contracts, and alignment with critical success factors. Logoplaste began a transformation program around building foundations for the future centered on talent, innovation, customer focus, and governance. Their goal was to develop an
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Niels Pflaeging
The document describes a case study of redesigning the organizational structure of a technology firm in Germany from a traditional, top-down structure to a decentralized, networked cell structure guided by BetaCodex principles. In workshops, employees redesigned the structure, breaking it into market-facing regional cells, product-focused cells, and two support cells providing information and organizational services. The new design aimed to empower business teams, integrate previously separated functions, and make the market the primary driver of the organization rather than internal departments. It created a simple, scalable structure intended to improve coordination, responsiveness to customers, and financial performance.
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
iPopped, The Paradigm Shift Driving Business Model Innovation by Richard D Sm...richarddsmith
SMITH-TRG\'s Richard D. Smith, digital media visionary and innovative value creation thought leader addresses today\'s need for business model innovation.
Creativity, collaboration, and culture are increasingly seen as the key drivers of business success in today's global economy. A study found that companies that embraced creativity, played big through collaboration across boundaries, and established a strong culture were thriving, even in difficult economic times. The study identified these as the "C Factors" that separate winning companies from others. Creativity was seen as critical for all businesses and jobs today, and many companies reported being more creative now than five years ago. Leadership must foster and support creativity for new ideas and innovation to thrive within an organization.
Building Value Through Enterprise Architecturedfnewman
This document provides contact information for various Booz & Company consultants located around the world who specialize in enterprise architecture. It then discusses the key findings of a Booz & Company study on how enterprise architecture maturity impacts business value. The study found that organizations with higher EA maturity captured more business value in terms of reduced costs, complexity, risk and increased agility. It also found that the relationship between maturity and value is linked, with more mature organizations capturing value across more areas. The document provides examples of how specific organizations captured various types of value from their EA programs.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
Future of Work Enabler: Worker EmpowermentCognizant
By empowering employees with more flexible tools and policies, organizations can tap into the full potential of their workers and foster a culture of innovation. This report is an installment in our multi-part series that explores the shifts necessary for future-proofing your company.
This document discusses a study examining how the design of an entrepreneurial firm's business model affects its performance. The study defines the business model as how a firm structures transactions to create value through exploiting business opportunities. It analyzes how two design themes - efficiency-centered designs that optimize existing activities, and novelty-centered designs that introduce new activities - influence firm performance. Analyzing data on 190 publicly listed entrepreneurial firms, the study finds that novelty-centered designs positively impact performance, and attempting both design themes may be counterproductive due to potential diseconomies of scope.
Prototyping is potentially the most important part of innovating a company's business model. In established companies, there are often ideas that do not fit the current business model and are not seriously considered. Another way for companies to innovate their business model is through prototyping, which can help create buy-in for needed changes. Feedback loops should be built into prototyping to challenge assumptions and allow for changing course if needed. The business model canvas provides a framework to clarify different aspects of a business model.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Silicon Systems provides IT management consulting and services including marketing, branding, CXO consulting, and IT products. Their philosophy is to act as a business architect and leverage organizational capabilities to help clients grow, unlock potential, and stay competitive. Their vision is to be a global consulting house that helps clients thrive horizontally and vertically to become industry leaders. They provide strategic consulting, transformation services, and help drive innovation through new business models and technologies.
Understanding Social Business Excellence - Enterprise2.0Summit 2012, ParisRawn Shah
The document summarizes a keynote presentation by Rawn Shah on social business excellence. Shah discusses how social media has opened up conversations across organizational silos and lines of business. He outlines how social interactions can create value for businesses at different levels from capturing unstructured data to enabling transformation. Shah also maps how this value creation relates to key business scenarios in product innovation, customer insights, and workforce optimization.
Kabupaten Pakpak Bharat menerbitkan laporan Transparansi Pengelolaan Anggaran Daerah tahun 2014. Laporan ini berisi informasi mengenai pengelolaan anggaran daerah Kabupaten Pakpak Bharat pada tahun tersebut.
This document provides an overview of epilepsy, including:
- The distinction between seizures and epilepsy and different seizure types.
- Epidemiology showing epilepsy prevalence of 0.5-1% and incidence of 40-70 per 100,000 people per year.
- The International League Against Epilepsy classification of seizure types including partial, generalized, and unclassified seizures.
- Descriptions of common seizure types like simple partial, complex partial, absence, myoclonic, and tonic-clonic seizures.
- Diagnostic steps for epilepsy including history, EEG, imaging, and long-term monitoring.
“Courage doesn’t happen when you have all the answers. It happens when you are ready to face the questions you have been avoiding your whole life.”
― Shannon L. Alder
This very short document suggests getting some white books to help stay cool in the summer. It does not provide much context or details about how white books could help with cooling or what type of books are being referred to.
O documento lista os resultados de vários jogos de futebol, incluindo os nomes dos clubes e jogadores e o número de gols marcados. Vários jogadores marcaram um gol cada, enquanto Welder marcou três gols pelo Palmeirense e Diego Bruno marcou três gols pelo Bagé.
Learn to Apply process diagnostics to existing processes, calculate causes of work
and points of failure, and identify actions that can be taken to improve them. Develop a
structured approach accessible by everyone in the organization to enable immediate
and significant performance improvements. Create a sustainable operational and
strategic method suitable for both dramatic and steady state improvements.
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting.
This document discusses the digital transformation of marketing. Key points include:
1. Digital transformation means marketers must rethink budgets, put customer experience at the heart of conversations, understand trends in attribution and programmatic marketing, and develop skills in areas like analytics, product development, and customer advocacy.
2. Marketing was one of the last departments to undergo technological reengineering. Digital advertising emerged as a key category for marketing and changed the nature of marketing.
3. Successfully navigating digital transformation requires getting the right positioning, prioritizing efforts, and getting executive buy-in, which is still a challenge for many marketers according to research. Focusing on small, achievable goals is advised over attempting everything
De Beers ebusiness programme gartner exp malta jan 2003James AH Campbell
THE CEO – CIO RELATIONSHIP – 4 TIPS FOR CORPORATE SURVIVAL
organization. For example, we have just launched a new HR system which
integrates recruitment, performance management and learning into one
coherent system. This is a major change for our HR community and is driving
significant process re-engineering. We are also looking at how we can leverage
technology to improve our supply chain management capabilities.
And this brings me to my fourth and final tip regarding the relationship
between the CEO and CIO [Slide 9]. I call this ‘think big, start small, scale fast’.
We have been able to think big in terms of the opportunities that technology
presents
BPM is the art and science of managing business processes effectively
Managing and improving processes has been around since the early days of intelligent thinking. The process of continuous improvement may have begun some 500 centuries ago, when the Cro-Magnon man lived in caves, using and improving his primitive tools to make his life easy. The same concept would have been adopted by the early traders when the concepts of money and customers may have been first introduced as early as 3000 BC. The industrial revolution of the 18th century and early 19th century was clearly the pinnacle of use of industrial technology to achieve great strides in process improvements.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
Tim Cermak is a senior portfolio advisor at Advisicon who discusses the buzz word "SharePoint". SharePoint is a platform for enterprise collaboration that allows workers to better share information. It can provide 80% of business needs out of the box with no customization. Successful companies will use SharePoint to drive growth, enhance efficiency, and reduce costs by laying the foundation for future innovation through a unified collaboration platform.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
Redrafting Business Models-Tomorrow’s Enterprise in ActionInfosys
This is the 5th edition of the Infosys BPO Thought Leadership Journal. The current theme of the Journal is centered around Redrafting Business Models-Tomorrow’s Enterprise in Action, allowing for candid and incisive views from global outsourcing strategists and Infosys subject matter experts on this subject.
Redrafting business models tomorrow's enterprise in actionInfosys BPM
This document discusses sustaining competitive advantage through integrated business services realignment. It argues that economic turmoil and innovations like cloud computing are forcing companies to rethink their business models and outsource more processes. While cost reduction remains a key driver, companies are also seeking greater access to talent, agility, and improved business results through realignment. Options have expanded and now include knowledge processes being outsourced as well as multi-tenant process models that better leverage a provider's scale. Realigning all business services to consider who performs work, where it's located, and how processes can be simplified can provide sustainable competitive differentiation.
BPEL is a standard language for defining business processes but has limitations that make it difficult for business analysts to use. Key challenges include a lack of graphical representation, inability to analyze or compare multiple processes, and technical details obscuring business logic. What is needed is a "process laboratory" that allows analysts to collaborate, design processes visually from a top-down perspective, and filter out technical implementation details.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Forrester, one of the most prestigious market research firms, evaluated 10 most important BPM Suites suppliers using 59 criteria which reflect the main requirements of organizations that realize large-sized BPM initiatives.
The document discusses the evolution of business process management from an "inside-out" to a "customer-centric" approach called Customer Expectation Management. It describes how the BP Group's research in the 2000s identified this shift and how their early work in books and articles introduced concepts like moments of truth, break points, and business rules to understand processes from the customer's perspective. The Customer Expectation Management Method is presented as a means to dramatically improve processes by ensuring organizations are "doing the right things" for customers. Information is provided on training resources to learn this approach.
The document discusses 8 trends in business process management (BPM). It begins by outlining each trend, including: 1) Process design for agility, where processes need to be designed to enable quick changes; 2) Developments in BPM tooling; 3) Using Lean approaches to deliver lasting results; 4) Using BPM to align business and technology; 5) BPM's role in outsourcing IT development; 6) Using process monitoring to enable continuous improvement; 7) Addressing complex, unpredictable "human centric" processes; and 8) The relationship between BPM and training. The document argues that BPM can help organizations innovate, improve performance, and deliver value through managing business process lifec
BPM – Business Process Management - is a discipline that attracts a lot of interest. Probably even more nowadays, because of the economic turmoil... By placing business processes on centre stage, companies can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. An enterprise where BPM is really implemented as a management discipline can make agile course corrections, embeds continuous improvement methods and reduces cumulative costs across the value chain. BPM supports the pursuit of today’s strategic initiatives, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion.
BPM discovers what you do and then manages the lifecycle of improvement and optimisation, in a way that translates directly to daily operation.
In a collaboration of Capgemini Technology and Capgemini Consulting the publication “Trends in BPM” is a collection of state-of-the-art trends Capgemini’s experts see in the BPM discipline. It includes topics like Lean, Human Centric Processes, process design for agility and Business Activity Monitoring.
Today, many established companies struggle with their digital transformation efforts. Being challenged by startups as well as big techs like Amazon and Google, they understand that in order to stay competitive, they need to turn into a truly digital enterprise. Obviously, this includes process automation ambitions, which is why Camunda is often at the heart of these transformation programs.
For years I have seen many successful projects drive digital transformation, as well as many failures, and I have come to understand which fundamental mechanics any organization needs to observe when they embark on this journey.
20090901 London Enterprise Session V3 ColourRogerBurlton
The document provides an overview of business process architecture and why it is important. It defines a business process architecture as a set of models and documents that describe an organization's business processes, their relationships, and how they align with strategic goals. The document discusses modeling enterprise processes, defining performance measures, establishing process governance, and aligning capabilities. It emphasizes that a business process architecture helps ensure enterprise processes support strategic intent and stakeholders.
The document outlines three steps for introducing robots into the workplace: 1) Communicate the necessity for change and help employees understand that automation is inevitable. 2) Implement employee development programs to help retrain workers for new skills needed in 5-10 years as jobs are automated. 3) Test new solutions like robot services to overcome objections and be ahead of competitors in adopting new technologies.
Bombardier faced challenges from acquiring many companies, resulting in inefficient systems that did not communicate and caused low inventory visibility. They implemented an ERP system to address these issues. ERP implementation for a large global company like Bombardier is challenging due to converting data across locations and risks of errors. Benefits of ERP include reduced costs, improved visibility and decision-making, and improved operational efficiency. The strong point of Bombardier's Mirabel roll-out was that it allowed them to identify points that needed improvement to achieve goals.
TOGAF provides a discipline for Enterprise Architecture while also providing the flexibility to adapt to any specific organization or methodology. This 'openness' of TOGAF as demonstrated in one of the key values of The Open Group is one of the major factors which has led to the growing success of TOGAF over recent years. TOGAF workshop guarantees measurable learning outcomes.
The document provides information about a 4-day TOGAF workshop taking place from 27-30 May 2013 in Madrid, Spain. The workshop will cover the latest version of the TOGAF framework and prepare candidates for the TOGAF certification exam. Each day will focus on different components, phases, and techniques of the TOGAF Architecture Development Method. The registration fee includes an exam voucher that can be used to take the TOGAF exam at a later date.
The document provides information about a 4-day TOGAF workshop taking place in Singapore from June 24-27, 2013. It outlines the workshop's agenda, benefits of TOGAF certification, and registration information. The workshop covers the latest version of the TOGAF framework and prepares attendees for the certification exam. It uses a combination of lectures, case studies, and mock exams to help attendees understand TOGAF concepts and implementation.
TOGAF is consistent, reflects the needs of stakeholders, employs best practices and gives considerations to current and future business requirements across various industry sectors. TOGAF provides a discipline for Enterprise Architecture while also providing the flexibility to adapt to any specific organization or methodology. The 4 day workshop covers the latest version of the method – TOGAF – and prepares candidates for the examination.
This 4-day TOGAF workshop in Auckland, New Zealand from May 20-23, 2013 will cover the latest version of the TOGAF framework. The workshop prepares participants for the TOGAF certification exam. It will cover all phases of the TOGAF Architecture Development Method (ADM) through presentations, case studies, and mock exams. Participants will gain skills needed for enterprise architecture jobs. Registration includes an exam voucher and access to webinars and an advisory service for applying TOGAF.
The 4-day workshop covers the latest version of TOGAF and prepares candidates for the TOGAF certification exam. It includes lectures, case studies, and mock exams on all phases of the TOGAF Architecture Development Method. The workshop aims to provide a comprehensive understanding of TOGAF concepts and techniques to help architects apply the framework in their organizations. Registration includes an exam voucher to take the TOGAF exam separately at a later date.
Enterprise & IT Architecture is a growing discipline and has seen exponential growth over the last few years. It is expected to grow even more rapidly in the near future.
TOGAF is consistent, reflects the needs of stakeholders, employs best practices and gives considerations to current and future business requirements across various industry sectors.
The 4-day workshop covers the latest version of TOGAF and prepares candidates for the TOGAF certification exam. It includes an overview of enterprise architecture, components of TOGAF, the Architecture Development Method (ADM), architecture principles, views and viewpoints. The workshop uses case studies and mock exams to help participants learn key concepts and support techniques to implement architectures. The registration fee includes an exam voucher that can be used to take the TOGAF certification exam at a later date.
The four day workshop covers the latest version of TOGAF (The Open Group Architecture Framework) and prepares candidates for the TOGAF certification exam. The workshop will provide an overview of enterprise architecture, components of TOGAF, the Architecture Development Method (ADM), architecture governance, and techniques to support architecture implementation. Participants will learn through lectures, case studies, mock exams, and a complete review session to help them understand TOGAF concepts and prepare for the certification.
VTU and iCMG will be initiating several programmes which will not only create a substantial resource pool base, but also will become a leading-edge research and excellence center.
The partnership will embolden VTU initiatives in providing industry-centric education, create vast resource pool base and capacity building for the global industry which is looking for students with better and enhanced skill sets. The Center will focus on training programmes in the area of Enterprise and IT Architecture, research in software and enterprise architecture and consulting services by VTU team and ICMG for Government, Small & Medium Enterprises.
To initiate enhanced student interest in EA, the Center will be offering scholarships to four students every year from one of the many VTU affiliated colleges.
Some of the common myths about the framework are: Is the framework for Enterprise or IT or both; colors are random; there is no Integration across columns; transformation vs. decomposition; number of rows can change, columns are arbitrary, perspectives are random; no rules to separate primitive vs. composites; architecture constructs vs. manufacturing constructs; methodology vs. ontology; taxonomy vs. ontology; checklist vs. periodic table; row 1 & row 2 vs. row 6; etc
The idea behind the iCMG Enterprise & IT Architecture Excellence awards is to honor architects & enterprises whose work demonstrates a combination of talent, vision & workmanship in creating successful and enduring systems & enterprises.
This 4-day workshop will provide enterprise architecture certification and teach visualization techniques to diagnose issues within an organization. Only 100 people worldwide will be certified by John Zachman in 2013. The workshop will cover the latest version of the Zachman Framework and prepare participants for certification exams. Attendees will learn how to improve business performance through enterprise architecture.
This 4 days workshop covers the latest version of the Zachman Framework v3.0. It's the most EA-inclusive representation of the Zachman Framework over the last 40 years. This program will prepare the participants for “Zachman Certified - Enterprise Architect” (both Level 1 & Level 2) examination, which is taken separately at a later date.
Zachman
This is one of the most productive four day certification workshop by two brightest brains on “Enterprise Architecture.” Of course, one is living legend and the inventor of the “Enterprise Architecture” himself - John Zachman and other is Sunil Dutt Jha – an accomplished practitioner and CEO of iCMG who will help you to unravel the science behind the “enterprise.”
Zachman
The certification fee (both Level 1 & Level 2) is included in the registration fee at discounted price, which can be used subsequently to take up the “Zachman Certified – Enterprise Architect” examination.
Zachman
This is very exclusive certification program. If you want to understand the “Complexity & Contradiction” in Enterprise and struggling to manage non-adaptive enterprise and dysfunctional systems, you don't want to miss this.
Advanced BPM approaches are a mixture of learnings distilled from the thought leadership of leading global change companies, our own extensive experience delivering change "in the field" and our own in-house research team. Everything that is done is aligned to the latest approaches for delivering change. This is called "Outcome Based Thinking" and is designed to take change thinking to the next level and help an organisation
The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after less than a week of training. The terminology used can be adopted, if necessary, across an enterprise although in reality many will apply the tools and make changes without ever having to be too specific as to the techniques used. This may range from the individual improving performance from the context of the remit where they have influence, to sustained change programmes at an organisation level.
The global recession has impacted the overall business climate and many companies believe their performance won’t markedly improve until the business environment improves. How do you need to think about your business so that you have the potential to join those special few who thrive – recession or no recession.
Advanced BPM shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change. Viewing what we do from the perspective of the outcome enables us to think of performance change initiatives that would never occur to us if we only study our business in the traditional manner.
Advanced BPM is more than a series of tools and techniques to view and improve our business. It is a 'practical thinking approach' or a 'business attitude' to be orientated to as much of the business as the practitioner or management requires. If implemented to the greatest degree, a company may design and represent its organisation charts around the customer and the specific outcomes it is looking to create.
A detailed overview of the Advanced BPM Framework as the latest wave of BPM change approaches and how it aligns to the practical change framework required in 2013 and beyond. 9 tools to identify, prioritise and deliver revenue/cost/service improvement change. An implementation framework that can be easily dovetailed into existing best practice approaches to practically deliver change in a secure, structured and low risk manner
1. CONSULTING EVENTS ABOUT US RESOURCES STORE
1 2 3 4 5
Brussels: 20 - 21 May 2013
About Steve Course Benefits Feedback Registration Contact Us
Idea behind the workshop Follow Us
The world's leading companies have come to realize that only when their customers are successful, will
they be successful. In pursuit of their market leadership not only they need to spend time to look inside
their business to know how things are getting done but also look outward to get deep understanding of
their customers. It is a fair guess to say that a massive chunk of corporate resources go into such efforts,
whether it is in IT, finance, sales, marketing or operations.
One of the first people to describe processes was Adam Smith in Although many in Western economies are in a
his famous (1776) example of an English pin factory. He state of denial, we are undergoing the greatest
described the production of a pin in the following way: ”One man reorganization in the business world since the
draws out the wire, another straightens it, a third cuts it, a fourth Industrial Revolution. If you somehow haven't
points it, a fifth grinds it at the top for receiving the head: to make noticed it yet, there is a loud and clear wake-up
the head requires two or three distinct operations: to put it on is call in the air that can be heard everywhere. It's
called globalization, and it's being brought to you
a particular business, to whiten the pins is another ... and the
by three billion new capitalists from China, India,
important business of making a pin is, in this manner, divided and the former Soviet Union.
into about eighteen distinct operations, which in some
manufactories are all performed by distinct hands, though in No matter what industry you are in, no matter how
others the same man will sometime perform two or three of successful you are, it's time to get ready for the
them”. The result of labor division in Smith’s example world as it will be --a world where your customers
resulted in productivity increasing by 24,000 percent, i.e. have new choices from a sea of suppliers from
across the globe.
that the same number of workers made 240 times as many
pins as they had been producing before the introduction of --Peter Fingar
labor division. Executive Partner, Greystone Group
Author of Extreme Competition: Innovation and
the Great 21st Century Business Reformation
The enterprises are exploring
modular architecture to isolate their business processes from their
applications, which gives them the flexibility to add, upgrade or replace
applications in their information technology environment without
redefining all of their process interfaces.
The business process management (BPM) market at $1.0 billion in
Invented the phrase Business
2005 is expected to more than triple to $3.8 billion by 2012. The Process Management (BPM) in 1993
services oriented architecture (SOA) market at $450 million in 2005 is
expected to grow rapidly through 2012, reaching $3.2 billion Established the world's first global
Abstraction level for processes - source wiki (source : http://www.researchandmarkets.com/).
BPM community in 1993
Co-created the world's first Advanced
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-
BPM Method - 8 Omega in 2004
day program by Steve Towers will focus on how to do design and implement efficient and effective
business processes. Received the 'Lifetime Achievement
Award' at Gartners San Diego in 2007
Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for
taking BPM from promise to practice. This will be great primer for beginners and will provide new insight & more
fresh ideas for people with experience in BPM. Rest assured, you will never think about business in
2. the same way again.
If you are traveling, you may like to attend the program city near you Have you got your FREE Copy yet?
“In Search Of BPM Excellence :
Straight from the thought leaders (2006)”
Enterprise BPM in April 2013 Steve Towers.
Poland Ghana Russia
What you will Learn?
Enterprise BPM in May 2013 How to embed Business Process
Management within an organization to
France Denmark Belgium ensure a continuous business
process involvement culture.
South Africa Switzerland Practical tools, explanations and
assistance in the successful
implementation of a BPM project.
Several case studies to illustrate
various steps and aspects of the
framework.
Step by step how to conduct a
process improvement and redesign
project.
Complete cycle of business Process
Mapping and links
Seven "rules" for effective Process
Modelling
Avoiding the red herring of Process
Notations
How Six Sigma is part of BPM and
how BPM and SOA merge
WHAT, WHY and HOW about true
process improvement.
more
Enterprise BPM
Workshop
» Ghana » Poland
» France » Russia
» Denmark » Switzerland
» Belgium » South Africa
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
3. CONSULTING EVENTS ABOUT US RESOURCES STORE
Follow Us
Participants' Feedback
• "Steve presents the whole arena of transformation in a lucid and
pragmatic way. I can not overstate how much these insights and
profound new understanding will change our organization and its
approach to the market. You want my endorsement? You get it a
gazillion times over. Thanks."
COO, Fortune 500 Company, Washington DC
• "I want to thank you for the great content and coaching that you
provided, the concepts resonated even more clearly when presented
with your enthusiasm and experience."
Director, H&R Block, USA
• "Exceptional and life transforming. This training should be on every
corporate agenda"
CIO Pharmaceutical, Florida
• "Fundamental and Profound. Steve is incredible and has transformed
my view and execution of business forever. I can not express my thanks
enough both personally and on behalf of my company."
BoozAllen Hamilton, Washington DC
• “We have collated the scores from the event and you and Terry came
out as the most highly regarded.”
Conference Producer, IIR International
Tell a friend (see the scores here)
• "I really enjoyed last week and really learned alot. I feel I had a Eureka
Upcoming Webinars moment yesterday when the whole process diagnostics suddenly clicked Invented the phrase Business
Wed, Apr 24, 2013 into place. I remember you saying that once you grasp this then you will Process Management (BPM) in 1993
Enterprise never look at processes in any other way. I am now actively
Architecture - evangalizing the CEM approach with our team. " Established the world's first global
Essentials for Senior Analyst, Investment Bank, London BPM community in 1993
Decision Makers
• "Speakers are rated out of 10 for content and presentation style. I am Co-created the world's first Advanced
Thu, Apr 25, 2013
happy to let you know that you scored a 9.5 (the best marks at the BPM Method - 8 Omega in 2004
Tips & Traps -
event) and the additional comments '“very good' and 'excellent
Architecture driven Received the 'Lifetime Achievement
IT migration &
chairman'."
Award' at Gartners San Diego in 2007
modernization BPR and Management for Telecoms, Geneva
roadmap
"Steve led the best training sessions I have ever taken in my 20+ years more
•
as a professional. After those sessions I was able to have immediate
impact on my organization. Steve is a very sharp, personable,
interesting individual, and a real pleasure to work with. I continue to
remain in regular contact with Steve and consider him an invaluable Have you got your FREE Copy yet?
resource on BPM and on change management in general."
Conference Producer, IIR International “In Search Of BPM Excellence :
Straight from the thought leaders (2006)”
• Steve Towers.
“You are the tops! Everyone in the field should be exposed to the
techniques experienced in this course.”
Director - Process Management What you will Learn?
more How to embed Business Process
"Having had a chance to read through all of the delegate feedback forms Management within an organization to
•
Feedback on Steve in full it has become apparent that your workshops in particular were ensure a continuous business
amongst the most well regarded, so thank you once more." process involvement culture.
VP EMEA GDS International Practical tools, explanations and
"Exceptional and life assistance in the successful
transforming. This training • "You are an excellent speaker and your presentation was highly implementation of a BPM project.
should be on every corporate motivational. I received some extremely positive feedback from the Several case studies to illustrate
agenda" community. I look forward to future discussions with you." various steps and aspects of the
CIO Pharmaceutical, Florida EDS, BPM Global community framework.
Step by step how to conduct a
"I took BPM training back in • "We have achieved so much in such a short time with your help and process improvement and redesign
December, and Steve Towers steerage. Sincere thanks..." project.
was the instructor. The training Financial Services company, Frankfurt Complete cycle of business Process
was simply fantastic, because Mapping and links
Steve has that rare ability to
• "I took BPM training back in December, and Steve Towers was the Seven "rules" for effective Process
connect with his trainees. Not instructor. The training was simply fantastic, because Steve has that Modelling
only did I walk away from the
rare ability to connect with his trainees. Not only did I walk away from Avoiding the red herring of Process
training with a new perspective
on Business Process
the training with a new perspective on Business Process Management, Notations
Management, but I walked but I walked away with an invaluable analysis tool." How Six Sigma is part of BPM and
4. away with an invaluable Senior Systems Analyst, Barclays Bank how BPM and SOA merge
analysis tool." WHAT, WHY and HOW about true
Senior Systems Analyst, • "Excellent - he is a very good leader" process improvement.
Barclays Bank Senior Quality Analyst, AEC, Saudi Arabia
more
• “Steve is a true guru and mentor in the field of Business Process
more Management. What I've learnt from Steve and The BP Group in a short
space of time has greatly benefited my understanding of advanced
Enterprise BPM
process management. Always accessible for advice, always
Workshop
campaigning to change how organisations view how they operate, Steve
is a real asset to the BPM community and long may it continue.” » Ghana » Poland
» France » Russia
Theo Priestley, Head of Business Process Management,
» Denmark » Switzerland
Psingularity » Belgium » South Africa
• "Simple and different concepts which is path breaking and easy to
understand and deploy"
Director Business Consulting, Chennai
• "I would like to thank you for a wonderful experience for me to know the
nuances of ABPM. Taking us to a new level on how to view processes &
implement by way of sharing your wealth of experience and enlightning
us with the case studies & exercises."
Director Quality Management Group, 3i Infotech Ltd., India
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
5. CONSULTING EVENTS ABOUT US RESOURCES STORE
Follow Us
Course Overview
The Certified Process Professional (CPP) Program takes BPM Training to an
entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process
management, process improvement, process alignment and innovation. The
Advanced Business Process Management Methods and Techniques that Deliver!
Uncover Process Improvement opportunities in just hours
Identify Actions that will reduce process inefficiency by 30% to 60% within 90
days of deployment
Delight your Customers (making them your biggest advocates) through
Successful Customer Outcomes
Innovate to compete, set the market trend and even dominate your industry
The Certified Process Professional program builds your competency in delivering
these essential benefits in literally everything you do. Unleashing the power of process
in your organization today.
A dynamic and comprehensive approach to creating and managing enterprise
processes that deliver sustained high performance, encompassing the full range of
management systems and practices. Content based on the experiences of hundreds
of companies and the BP Group (www.bpgroup.org) networks ongoing research.
Course Outline - Level one
Tell a friend Introduction to Advanced Business Process Management – Process
Optimization
Upcoming Webinars Learn to Apply process diagnostics to existing processes, calculate causes of work and Invented the phrase Business
Wed, Apr 24, 2013 points of failure, and identify actions that can be taken to improve them. Develop a Process Management (BPM) in 1993
Enterprise
structured approach accessible by everyone in the organisation to enable immediate
Architecture - and significant performance improvements. Create a sustainable operational and Established the world's first global
Essentials for strategic method suitable for both dramatic and steady state improvements. BPM community in 1993
Decision Makers
• Apply process diagnostics to any existing process or service.
Co-created the world's first Advanced
Thu, Apr 25, 2013
Tips & Traps -
• Understand and identify moments of truth, breakpoints and business rules BPM Method - 8 Omega in 2004
Architecture driven • Determine the magnitude of the points of failure performance factor and causes Received the 'Lifetime Achievement
IT migration & of work performance factor of the process. Award' at Gartners San Diego in 2007
modernization
• Calculate the points of failure causes of work performance factors then graph it
roadmap
on the maturity scales. more
• Identify actions that can be taken to improve the process.
• Identify actions that will significantly reduce the process points of failure and
causes of work of the process.
Have you got your FREE Copy yet?
• Identify actions that can be completed in less than 90 days (often much less).
“In Search Of BPM Excellence :
• Analyze the benefits versus cost (resource/time/degree of change) for each
Straight from the thought leaders (2006)”
action
Steve Towers.
• Clearly identify “low hanging fruit” – actions that require minimal investment
versus return
• Apply process diagnostics to a customer focused (SCO) process. What you will Learn?
more How to embed Business Process
• Determine the points of failure performance and causes of work performance
Management within an organization to
process factors.
Feedback on Steve • Conduct the risk assessment on the business and customer including ensure a continuous business
process involvement culture.
• Identify actions that can be taken to improve the process. Practical tools, explanations and
"Exceptional and life assistance in the successful
Review the various techniques and approaches to improving process (useful
transforming. This training • internal materials)
implementation of a BPM project.
should be on every corporate Several case studies to illustrate
Understand and apply the Customer Expectation Management Method
agenda" • (CEMMethod) as an Advanced Process Management approach
various steps and aspects of the
CIO Pharmaceutical, Florida framework.
Step by step how to conduct a
"I took BPM training back in process improvement and redesign
December, and Steve Towers Course Outline - Level two project.
was the instructor. The training Complete cycle of business Process
was simply fantastic, because Advanced Business Process Management – Process Alignment to Successful
Mapping and links
Steve has that rare ability to Outcomes
Seven "rules" for effective Process
connect with his trainees. Not Develop the insights and techniques to align all processes with successful outcomes, Modelling
only did I walk away from the and in doing so create the capability for the organisation to win the triple crown i.e.
training with a new perspective Avoiding the red herring of Process
reduce costs, improve revenue and enhance service. Go beyond the triple crown into Notations
on Business Process
the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave How Six Sigma is part of BPM and
Management, but I walked
approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and
6. approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and how BPM and SOA merge
away with an invaluable
analysis tool."
convinces the Lead team for immediate success.
WHAT, WHY and HOW about true
Senior Systems Analyst,
• Understand the concept of Successful Customer Outcomes and review recent process improvement.
Barclays Bank case studies of global champions. more
• Define Successful Customer Outcomes for any process, product or service.
more
• Create the 7 step action plan for crafting Successful Customer Outcomes.
Enterprise BPM
• Develop the SCO mind map for any process, product or service.
Workshop
• Understand the substantive difference between customer wants, desires and » Ghana » Poland
needs. » France » Russia
Learn how to identify clearly customer needs and expectations (even when the » Denmark » Switzerland
• » Belgium » South Africa
customer doesn’t know it themselves)
• Understand Current and Future State Process Models
• Develop a Current State Process Model – individual, team and enterprise wide.
• Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer
Expectation Management Method (CEMM) and the Advanced Process
Management approach to analyse the Current State Model
• Assess the Risk factors (organisation and customer) identified in Current State
Modelling
• Develop the Risk Assessment Profile against a matrix of the 8 key factors that
drive performance improvement
• Prepare a Risk Assessment Profile that informs the Future State
• Develop and substantiate an Action Plan to mitigate risks
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy