This document discusses key issues in business process management (BPM) and enterprise architecture. It summarizes that BPM is not just about technology, diagrams, or architecture, but rather improving business. It identifies common BPM issues such as a lack of focus on economic value, appropriate metrics, and governance. The document also discusses process modeling challenges, resource constraints, and the need for a staged approach to BPM maturity.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
Business continuity management (BCM) aims to establish a strategic and operational framework to improve organizational resilience against disruptions. Common issues include a lack of alignment between IT processes and business processes. To address this "gap", organizations should appoint an appropriate sponsor, follow best practices and standards, and regularly test plans. Effective BCM requires a holistic approach led by business needs rather than being delegated solely to IT.
The document discusses why quality is fundamental to the success of contact centers. It argues that many contact centers have quality programs in place but they often fail to deliver continuous improvement. It provides best practices for making quality a core part of the contact center environment, including understanding quality initiatives' purpose, using analytics to focus on key objectives like customer satisfaction and costs, and ensuring effective coaching and training processes.
1) The document discusses various frameworks for performance management, including defining performance, setting performance criteria and measures, and developing balanced scorecards.
2) It summarizes Simon's "levers of control" framework which includes beliefs, boundary, diagnostic, and interactive control systems.
3) Otley's five key areas for performance management are discussed - objectives and strategies, performance measures, targets, rewards, and information systems.
This document provides an overview of the enterprise management operation flow using the GEM methodology's Spiral Life Cycle and an Enterprise Management Architecture (EMA) repository. It shows how the operational flow elements of the GEM methodology overlay the top-level OMB FEA Model, and illustrates that the EMA extends traditional enterprise architectures to support comprehensive enterprise management and a closed-loop operational process. It argues that without a shared enterprise-wide repository, activities become locally suboptimized and hidden from the enterprise view.
Operations management is the design, execution, and improvement of systems that create and deliver a firm's primary products and services. It involves transforming various inputs like materials, energy, labor, capital, and information into outputs such as goods or services. The key functions of operations managers include planning, organizing, controlling, directing, motivating, coordinating, and training and development activities related to the transformation process. Some current issues in operations management include coordinating relationships between organizations, optimizing global networks, and managing the customer experience.
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
Business continuity management (BCM) aims to establish a strategic and operational framework to improve organizational resilience against disruptions. Common issues include a lack of alignment between IT processes and business processes. To address this "gap", organizations should appoint an appropriate sponsor, follow best practices and standards, and regularly test plans. Effective BCM requires a holistic approach led by business needs rather than being delegated solely to IT.
The document discusses why quality is fundamental to the success of contact centers. It argues that many contact centers have quality programs in place but they often fail to deliver continuous improvement. It provides best practices for making quality a core part of the contact center environment, including understanding quality initiatives' purpose, using analytics to focus on key objectives like customer satisfaction and costs, and ensuring effective coaching and training processes.
1) The document discusses various frameworks for performance management, including defining performance, setting performance criteria and measures, and developing balanced scorecards.
2) It summarizes Simon's "levers of control" framework which includes beliefs, boundary, diagnostic, and interactive control systems.
3) Otley's five key areas for performance management are discussed - objectives and strategies, performance measures, targets, rewards, and information systems.
This document provides an overview of the enterprise management operation flow using the GEM methodology's Spiral Life Cycle and an Enterprise Management Architecture (EMA) repository. It shows how the operational flow elements of the GEM methodology overlay the top-level OMB FEA Model, and illustrates that the EMA extends traditional enterprise architectures to support comprehensive enterprise management and a closed-loop operational process. It argues that without a shared enterprise-wide repository, activities become locally suboptimized and hidden from the enterprise view.
Operations management is the design, execution, and improvement of systems that create and deliver a firm's primary products and services. It involves transforming various inputs like materials, energy, labor, capital, and information into outputs such as goods or services. The key functions of operations managers include planning, organizing, controlling, directing, motivating, coordinating, and training and development activities related to the transformation process. Some current issues in operations management include coordinating relationships between organizations, optimizing global networks, and managing the customer experience.
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
The sample strategy maps document provides examples of strategy maps for different types of organizations, including a software company, healthcare organization, community bank, state department of transportation, federal government printing office, IT department, and finance function. The maps illustrate how each organization connects objectives across financial, customer, internal process, and learning & growth perspectives to achieve their overall vision or goals.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
Conjoint analysis is a market research technique that determines how consumers value different product features and attributes. It does this by having consumers make choices between hypothetical product profiles that vary features. This allows determining the relative value or "part-worth" of each feature. Conjoint analysis can then predict preferences for new product combinations and simulate market share between competitors. It provides insights into trade-offs that can help with pricing, product design, segmentation and other strategic decisions.
The document discusses how public sector organizations can optimize resource usage through data-driven decisions and business analytics. It finds that while public sector organizations typically have mature data management strategies, many are not fully leveraging business intelligence tools. The top-performing public sector organizations access critical data for self-service 81% of the time, have information available on-time 84% of the time, and have a compliance rate of 95%. These organizations also apply continuous data cleansing, prioritize high-demand information, and leverage technologies like data integration and cleansing at higher rates. The document recommends public sector organizations collect analytical needs, develop analytical talent, implement alert reporting, and evaluate in-memory technologies to optimize costs, the top business goal.
This document summarizes a paper presented at the POMS 18th Annual Conference in Dallas, Texas in 2007. The paper aims to integrate Lean methodology and Failure Modes and Effects Analysis (FMEA) to improve processes. It discusses how both Lean and FMEA can help identify waste and potential failures to reduce costs and improve customer satisfaction. The document provides overviews of Lean methodology, FMEA, and how combining the two approaches could lead to better results than using them separately.
This document outlines areas of focus for improving total cash and working capital management. It discusses focusing on visibility and control of cash forecasting and linkage to strategy. It also discusses improving cash culture through alignment to shareholder value and a bottom line focus. The document also lists opportunities to improve working capital through better management of receivables, payables, inventory, and supply chain.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
This document discusses interactive information technology for quality management and quality assurance. It addresses:
1) Quality management and quality assurance as consistent business management issues focused on processes, products, and communication with stakeholders.
2) The importance of information, knowledge, and learning in business management, with quality management principles based on high information and knowledge content.
3) The need to enhance information technology with interactivity to improve sharing of knowledge and experience for training, learning, and continuous improvement.
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Pp Cmp Global Services Governance Session 0206chasmullins
The document discusses the need for proper governance when outsourcing services to third-party suppliers. It provides an overview of Procter & Gamble's outsourcing partnerships and experiences that demonstrate why governance is important. The key points covered include defining a governance model across the organization, critical processes like performance management, and factors for success like accountability, commitment over the long term, and clearly defined roles.
The document provides an overview of the APICS Supply Chain Manager Competency Model. It describes supply chain managers as responsible for supporting the global supply chain network from raw materials to end customers. The model outlines seven tiers of competencies for supply chain managers, ranging from personal effectiveness to technical and leadership skills. It was developed based on guidelines from the US Department of Labor and APICS' Operations Management Body of Knowledge.
The document discusses aligning automation technology solutions from suppliers with the strategic business needs of end users in the downstream process industry. It offers consultation services to help end users better utilize supplier technologies and help suppliers align their offerings with end user needs. The methodology involves workshops between end users and suppliers to define and align customer needs with focused solutions and marketing materials.
The Supply Chain Business Consultants is a consulting firm established in 1992 that is headquartered in Belgium with offices throughout Europe and India. They have over 60 highly experienced consultants and generated over 10 million euros in revenue in 2008. They offer strategic supply chain consulting services in three main areas: supply chain strategy and performance, supply chain process excellence, and supply chain performance turnaround.
Configuration Engineering for Invitro-Diagnostic Product DevelopmentArnold Rudorfer
This talk on Configuration Engineering (= Configuration Management for Platform development) will discuss challenges, solution approaches and engineering experiences in invitro-diagnostic (IVD) product development. CE is an emerging discipline in various industries (such as medical devices, automotive, avionics/ space, …) which has developed from Configuration Management practices for single products. Further, examples presented will highlight the underlying CE concepts as well as address tool issues including observed benefits over the introduction.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
The document provides information on an individual's qualifications, skills, and experience. It lists educational achievements including an ISEB Diploma in Business Analysis, an Open University MBA, and modules in senior management, finance, strategy, and problem solving. Work experience is detailed across a variety of roles, sectors, and industries including project management, business analysis, systems administration, accountancy, and financial analysis. A wide range of technical skills are also highlighted relating to communication, analysis, documentation, methodology, and software/systems experience.
Conjoint analysis is a market research technique that determines how consumers value different product features and attributes. It does this by having consumers make choices between hypothetical product profiles that vary features. This allows determining the relative value or "part-worth" of each feature. Conjoint analysis can then predict preferences for new product combinations and simulate market share between competitors. It provides insights into trade-offs that can help with pricing, product design, segmentation and other strategic decisions.
The document discusses how public sector organizations can optimize resource usage through data-driven decisions and business analytics. It finds that while public sector organizations typically have mature data management strategies, many are not fully leveraging business intelligence tools. The top-performing public sector organizations access critical data for self-service 81% of the time, have information available on-time 84% of the time, and have a compliance rate of 95%. These organizations also apply continuous data cleansing, prioritize high-demand information, and leverage technologies like data integration and cleansing at higher rates. The document recommends public sector organizations collect analytical needs, develop analytical talent, implement alert reporting, and evaluate in-memory technologies to optimize costs, the top business goal.
This document summarizes a paper presented at the POMS 18th Annual Conference in Dallas, Texas in 2007. The paper aims to integrate Lean methodology and Failure Modes and Effects Analysis (FMEA) to improve processes. It discusses how both Lean and FMEA can help identify waste and potential failures to reduce costs and improve customer satisfaction. The document provides overviews of Lean methodology, FMEA, and how combining the two approaches could lead to better results than using them separately.
This document outlines areas of focus for improving total cash and working capital management. It discusses focusing on visibility and control of cash forecasting and linkage to strategy. It also discusses improving cash culture through alignment to shareholder value and a bottom line focus. The document also lists opportunities to improve working capital through better management of receivables, payables, inventory, and supply chain.
This document provides guidance on benefits tracking for Gemini consultants working on project streams. It explains that delivering measurable performance improvement in the form of benefits is key to Gemini's approach and differentiates it from other consulting firms. Consultants may play various roles in benefits tracking including setting methodology, identifying benefits, developing measures and targets, tracking benefits, and reporting. The document advises consultants to clarify expectations for their role in benefits tracking by asking questions about what benefits their stream is expected to deliver and how benefits will be defined and measured.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
This document discusses interactive information technology for quality management and quality assurance. It addresses:
1) Quality management and quality assurance as consistent business management issues focused on processes, products, and communication with stakeholders.
2) The importance of information, knowledge, and learning in business management, with quality management principles based on high information and knowledge content.
3) The need to enhance information technology with interactivity to improve sharing of knowledge and experience for training, learning, and continuous improvement.
White Paper: Change management in procurement outsourcingGEP
Procurement outsourcing has helped in the metamorphosis of the procurement function by creating greater value compared to the traditional practice. However, the process of outsourcing is associated with several changes to the existing procurement practice and a clear understanding of key value levers is essential to fully appreciate the need for change management process. GEP's unique Six-Step Change Management Model provides a holistic solution to manage change. Download this white paper to know more about it and its benefits.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
Visure Solutions Requirements Engineering_The word in a nutshell - Ulf SandbergVisure Solutions
Visure Solutions is a company that provides requirements management solutions to help clients address challenges from increasing complexity, changing regulations and technologies, and competitive pressures. The document discusses how requirements management can provide visibility, control, quality and other capabilities needed to achieve business objectives. It provides examples of how requirements are used in system engineering, product management and other areas to help manage projects and processes.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Pp Cmp Global Services Governance Session 0206chasmullins
The document discusses the need for proper governance when outsourcing services to third-party suppliers. It provides an overview of Procter & Gamble's outsourcing partnerships and experiences that demonstrate why governance is important. The key points covered include defining a governance model across the organization, critical processes like performance management, and factors for success like accountability, commitment over the long term, and clearly defined roles.
The document provides an overview of the APICS Supply Chain Manager Competency Model. It describes supply chain managers as responsible for supporting the global supply chain network from raw materials to end customers. The model outlines seven tiers of competencies for supply chain managers, ranging from personal effectiveness to technical and leadership skills. It was developed based on guidelines from the US Department of Labor and APICS' Operations Management Body of Knowledge.
The document discusses aligning automation technology solutions from suppliers with the strategic business needs of end users in the downstream process industry. It offers consultation services to help end users better utilize supplier technologies and help suppliers align their offerings with end user needs. The methodology involves workshops between end users and suppliers to define and align customer needs with focused solutions and marketing materials.
The Supply Chain Business Consultants is a consulting firm established in 1992 that is headquartered in Belgium with offices throughout Europe and India. They have over 60 highly experienced consultants and generated over 10 million euros in revenue in 2008. They offer strategic supply chain consulting services in three main areas: supply chain strategy and performance, supply chain process excellence, and supply chain performance turnaround.
Configuration Engineering for Invitro-Diagnostic Product DevelopmentArnold Rudorfer
This talk on Configuration Engineering (= Configuration Management for Platform development) will discuss challenges, solution approaches and engineering experiences in invitro-diagnostic (IVD) product development. CE is an emerging discipline in various industries (such as medical devices, automotive, avionics/ space, …) which has developed from Configuration Management practices for single products. Further, examples presented will highlight the underlying CE concepts as well as address tool issues including observed benefits over the introduction.
People And Project Management Issues In Highly Time Pressured Rapid Prototypi...Arnold Rudorfer
This paper reports the experiences on people- and project management issues and how they
were successfully addressed to produce successive rapid deliveries of a medical healthcare
software prototype, the Soarian Financial product vision. The key practices of people and project
management are highlighted and concrete examples are provided to indicate how problems could
be resolved. Also, an outlook towards further research on people and project management issues
are presented in the context of evolutionary rapid development.
The document discusses applying lean approaches to requirements engineering for the syngo.via medical platform project at Siemens. It aimed to address challenges of large project scope, tight regulations and costs, and complexity growth. The project involved over 5,000 requirements, millions of lines of code, and hundreds of developers. Lean requirements engineering techniques were used to help cope with these challenges and improve results and benefits.
The document describes the Lean transformation journey of Siemens' Corporate Technology Development Centre. It details how long development times and high defect rates triggered the need for change. The centre implemented Lean principles like continuous integration, user story planning, and test automation. These changes led to improvements like 41% fewer defects, 75% faster build times, and higher employee motivation. The Lean Coach Network helped spread Lean practices across multiple sites worldwide.
S Ra P A Concurrent, Evolutionary Software Prototyping ProcessArnold Rudorfer
This paper defines a highly concurrent, software rapid prototyping
process that supports a sizable development team to develop a
high-quality, evolutionary software prototype. The process is particularly
aimed at developing user-interface intensive, workflow-centered
software. The Software Engineering Department and User Interface Design
Center at Siemens Corporate Research (SCR) have successfully
practiced this process in prototyping a healthcare information system
over the last year. We have evolved this agile, iterative software development
process that tightly integrates the UI designers and the software
developers with the prototype users (e.g., marketing staff), leading to efficient
development of business application prototypes with mature user
interfaces. We present the details of our process and the conditions that
make it effective. Our experience with this process indicates that prototypes
can be rapidly developed in a highly concurrent fashion given a
stable prototyping software architecture and access to readily available
domain knowledge.
This talk on Configuration Engineering (= Configuration Management for Platform development) will discuss challenges, solution approaches and engineering experiences in invitro-diagnostic (IVD) product development. CE is an emerging discipline in various industries (such as medical devices, automotive, avionics/ space, …) which has developed from Configuration Management practices for single products. Further, examples presented will highlight the underlying CE concepts as well as address tool issues including observed benefits over the introduction.
D2 5 Building Virtual Enterprise Based On Existing Workflow Technologiesbrutkowski
The document summarizes the VISP (Virtual ISP) project which aims to develop a software platform allowing a cluster of small and medium telecom enterprises (SMEs) to collaborate as a single virtual company. The platform will allow SMEs to tailor telecom services by decomposing existing services into reusable parts and composing new customized services. This will help SMEs specialize in niche markets by offering tailored services. The platform is based on workflow and SOA technologies, using BPMN for modeling processes and BPEL for process execution.
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
Business process management (BPM) aims to optimize processes to improve performance and ensure compliance. BPM answers questions about what processes are, how to ensure their performance, and how to maintain their compliance. The value of BPM is that it can automate and coordinate processes to reduce cycle times, prevent steps from being forgotten, and ultimately increase efficiency and customer satisfaction.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
D1 8 Applying Adaptive Business Process Managementbrutkowski
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
D2 2 Ibm The Bigger Picture Extending Bpm To Business Content And Compliancebrutkowski
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
The document discusses Enhydra Shark, a workflow engine that executes processes based on XPDL definitions. It can be embedded in applications and deployed as a service. Key features include support for automated, manual, and mixed workflow processes. The architecture includes components like the kernel, assignment manager, and tool agents. It follows standards like WfMC and supports demonstration applications with console, visual, and web user interfaces.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
What is Possible vs What is Useful: Finding the Right Balance in Process Mode...Nathaniel Palmer
Process modeling involves modeling business processes at a large scale across an organization. It requires top management support, proper project management, information providers, modeling tools and languages, and consideration of economics, governance, strategy, and maintenance over time.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
Business Agility And Process Frameworks Summary Eihheinzel
This document discusses using process frameworks to enable business agility. It introduces the Value Chain Operations Reference (VRM) model, which provides a common language and taxonomy for business processes. The VRM model covers key business domains and enables collaboration. It also discusses how value streams modeled in the VRM can help define services and identify value opportunities. Finally, it outlines several frameworks that can help organizations achieve business agility, including a process reference model, framework for stage-gated processes, and frameworks for coupling business process management and service-oriented architecture.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This document discusses process maturity and improving an organization's processes. It provides an overview of a maturity model with five levels that guide an organization from inconsistent practices to continuous process innovation. The objectives and benefits of each maturity level are outlined, with the goals including establishing standardized processes, managing processes quantitatively, and ultimately enabling continuous improvement and achieving targets through process optimization.
Pragmatic Marketing conducts an annual survey of over 1,500 product managers and marketing professionals. The survey examines roles, responsibilities, activities, and trends in the industry. Key findings include:
- The typical product manager is 37 years old and responsible for 3 products as part of a team of 6 people. Most have a college degree and many have a master's.
- Product managers report mostly to directors or vice presidents and are found primarily in product management, marketing, or development departments.
- Product managers spend much of their time in meetings and communicating via email. Their responsibilities include both strategic and tactical activities across the product lifecycle.
- Social media is becoming more influential in go-to
The document outlines challenges and enabling technologies for advanced manufacturing systems. It discusses economic, social, environmental and new product challenges. Enabling technologies include mechatronic manufacturing systems, ICT for enterprises, advanced materials, novel processes, workforce skills, and modeling/simulation. It proposes a manufacturing business strategies roadmap and notes integration is key for future manufacturing public-private partnerships under Horizon 2020.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
Bill Gates said that in the future there will only be two types of organizations: those that understand the use of technology and those that are out of business. ABC is looking to implement a strategic information system (SIS) to improve decision making, goal alignment, and business agility. The proposed SIS architecture would provide executives with a dashboard, integrate core systems like CRM and financials, and analyze business processes, applications, and technical architecture.
This document is the table of contents for an issue of The Pragmatic Marketer journal. It summarizes three main articles in the issue:
1. It describes ProductCamp best practices, covering what ProductCamps are and tips for participating in them.
2. It discusses how to audit product management in early-stage companies to help deal with shifting targets and benchmarks. An audit examines a product's management process.
3. It questions whether product management is needed in software startups and what benefits it could provide during the critical early stages.
The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
Prosci provides various products and toolkits to support business process reengineering and change management projects. Their products are based on research with over 1000 organizations and provide templates, guidelines and best practices. Their change management toolkit in particular contains templates and guidelines to help create an effective change management plan and strategy. It utilizes their proven change management methodology and process. Their products aim to help projects better plan change management upfront and avoid common pitfalls in order to increase the success of business process change initiatives.
This document discusses ways to improve IT execution and performance through implementing operational models like ITIL, CMMI, ISO 27001, PMBOK, ISO 9001 and others. It emphasizes aligning IT strategy with business strategy. Quality assurance models and continuous improvement tools should also be implemented. Specific areas covered include cost of poor execution, quality management processes, value stream mapping, and Six Sigma strategies. Automating these processes through a governance suite can help overcome challenges and critical success factors.
IJCSS 2012 Work Shop - An MBA Course on Service InnovationStephen Kwan
This document provides an overview of an MBA course on Service Innovation taught by Dr. Stephen K. Kwan at San José State University. The course targets graduate degrees in business administration, management information systems, and supply chain management. It covers topics such as service management, operations, strategy, and information technology. The course incorporates perspectives from fields including systems thinking, design thinking, business thinking, and engineering. It teaches frameworks for service systems modeling and design thinking.
The document discusses challenges that enterprises face in aligning business strategy and IT systems. It notes that typically there is a gap of 12-16 months between a CEO deciding on a strategy and IT systems reflecting that strategy. It then lists key challenges for management, business folks, and IT folks around issues like managing organizational alignment, defining frameworks and models, identifying bottlenecks, and defining architecture governance.
Similar to D2 1 200710 Poznan Need2 Know Color 2up (20)
D2 6 Workflow Challanges Public Project Case Studybrutkowski
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness and well-being.
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D2 1 200710 Poznan Need2 Know Color 2up
1. What Every Enterprise Architect Needs to
Know about Workflow and BPM
Michael zur Muehlen, Ph.D.
Center of Excellence in Business Process Innovation
Howe School of Technology Management
Stevens Institute of Technology
Hoboken NJ
Michael.zurMuehlen@stevens.edu
1
BPM is NOT about
Technology
2
2. BPM is NOT about
Creating Diagrams
3
BPM is NOT about
Architecture
4
4. Modeling in the Large:
Industry Partners
7
Strategy-related Issues
Top
Economic Value
Management Governance
(economics)
Support
Lack of value
Commit-
End-goal Focus on ROI metrics (i.e., Lack of Corporate Ownership
ment to Sponsorship Incentives Costs Politics
perceptions Initiatives Justification Balanced Benchmarks standards of models
long term
Scorecard)
Costs
Lack of
New tool associated with Lack of
Training coordination
acquisition updating the control
point
models
Strategy-related Issues
8
5. Process Modeling
Life Cycle Issues
Setup Design Maintenance
Lack of Lack of Lack of Consoli-
Model quality Variant
modeling standards common Infrastructure Rework Timeliness dation and
assurance management
objectives for reuse methodology Integration
Corporate
Level of Model Modeling
modeling
abstraction maintenance guidelines
standard
Modeling-related Issues
9
Resource-related Issues
Process Information Tool and
Model User
Modeler Provider Language
Level of Hierarchical Integration
Lack of
Lack of Limited
expertise Capability BPM Level of decompo- with other
using full
adequate access to
and to abstract education complexity sition of modeling
toolset
toolset repository
experience models tools
features
Resistance Lack of good
Lack of Lack of efficient
Cost Turnaround to change / Knowledge Integration graphical
model repository search
efficiency time adoption of sharing of activities process
utilization engine
BPM mapping
Lack of Loss of Intellectual
Lack of
communication knowledge property
transfer
Resource-related Issues
10
6. 1'+23)4+$&5603)70quot;'8+)9-:/0quot;quot;
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organizational process management <0-,:->$+/0 <0-,:->$+/0
software selection and implementation
software maintenance
BPM = Project + Lifecycle
Enterprise Process Frameworks
12
7. BT Process Hierarchy
Level A
Strategic
Business Activities Scorecard
Business Activities Objectives
Process
WHAT
Description
Level B
Process Groupings Process Groupings Ownership Services
Level C
Core Processes Tactical
Core processes Products
Delivery Units
Process
Description
Level D
Business Process Flows
Processes Systems
Delivery Teams
Level E
HOW
Operational Process Flows
Operational
System Functions
Sub Processes Roles
Process
Description
Level F
Detailed Process Flows
Detailed Roles
Detailed Processes Transactions
Source: British Telecommunications plc 2006
13
Top-Down Strategy
Level A Strategic
Strategy
Business Activities Processes/
Scorecard
Business Activities Objectives
Rule
Level B Description
Top-Down Project
Process Groupings
Process Groupings Ownership Services
Level C
Tactical
Core Processes
Processes/
Core processes Products
Delivery Units
Rule
Level D
Description
Business Process
Flows Processes Systems
Delivery Teams
Level E
Operational
Operational Process
Processes/
Flows System Functions
Sub Processes Roles
Rule
Level F
Description
BPM Application
Detailed Process
Detailed Roles
Detailed Processes Transactions
Flows
14
8. Process Architecture: Benefits
Allow to short-circuit process identification phase
Provide neutral map for navigation along processes
Standardize terminology across the enterprise
Enable benchmarking across organizations
Designed based on industry best practices
15
Process Architecture: Fortune 100
Methods Enterprise Process Architecture Organization
Level
concept Roles &
Responsi-
Convention
bilities
handbook
Process
Modeling
Owners
handbook
Process
Corporate
Managers
Modeling
Service
16
9. Architecture Contents
Glossary and Data Structures
Common terminology that Business & Systems Analysts can refer to
Business Capabilities and Process Definitions
What capabilities do you have, and what processes do you support
Senior managers and business users have a common vocabulary of
processes
Software purchases or outsourcing agreements are simplified
Consistency across business partners
Library of Cross-Organizational Messages
17
Example: ACORD
Insurance Business is assemblage of standard process building
blocks
Use for internal integration
Integration across distribution channels
With third-party providers
“We are about the business content that goes into the process”
18
10. Process Framework Benefits
Frameworks save time
Coloring a picture vs. drawing a picture
Frameworks reduce risk
Incorporate best practices
Frameworks enable business agility
Provide business context
Frameworks reduce costs
Enterprise overview helps identify areas in need of improvement
Frameworks enable incremental development
19
BPM Governance
20
11. Product Product Product Product Product
Line 1 Line 2 Line 3 Line 4 Line 5
Process
Group 1 Process
Manager
Process
Group 2 Process
Manager
Process
Group 3 Process
Manager
Process
Group 4 Process
Manager
Process
Group 5 Process
Manager
Leveraging Vertical and
Horizontal Expertise
21
Compare Sainsbury (2006)
Process Ownership
Source: Sainsbury (2006)
22
12. Focus Role Objective Level
Corp. Region Division
Process Sponsor Facilitate & Drive
Process Framework
Strategic Method & Compatibility
Executive
Process Executive Standardize & Optimize
Process Performance
Process Owner Management
Operational
Process Manager Implement & Optimize
(recommended)
Process DB Manager Responsible for ARIS
Shared
Service
Process Modeler Modeling Processes
BPM Roles - Example
23
Corporate Assessment Framework
Process Portfolio & Target setting
Process Documentation
Harmonization
Process
Standardization Process Performance
Management
Methods Controlling
Organization
& Tools
Process Optimization
Program Management, Qualification, Communication
Data Management
IT-Architecture
Example: Fortune 100 Industrial Enterprise maturity assessment
24
13. Visualization of Results:
2 Business Units Assessed 5
4
3
2
1
0
Process Portfolio & Target setting
Process Documentation
Process Performance Controlling
Process Optimization
Harmonization/Standardization Methods & Tools
Process Management Organization
Program Management, Qualification, Communication
Data Management
IT-Architecture
25
Classification Level 1 Level 2 Level 3 Level 4 Level 5
Quantitatively
CMMI Stage Initial Managed Defined Optimizing
Managed
Forward-looking
A business
No business Individual process A business and outside
intelligence
intelligence metrics are intelligence information is
BI equivalent information
services are being collected through platform is in integrated into
architecture is
utilized manual probes place the BI
defined
infrastructure
Process metrics
Processes are Processes are are automatically
Processes are Processes are
modeled using a modeled and obtained and
BPM equivalent performed continually
formal modeling automated using processes are
manually optimized
notation BPMS technology managed on a
day-to-day basis
Continual
A comprehensive
Individual An enterprise optimization of
No services are services
SOA equivalent services are service bus is in QoS parameters,
defined architecture is
defined place services
defined
architecture
Maturity Stages
26
14. The BPM Maturity Model
Business Process Management
Maturity
Strategic Governance Method IT People Culture
Alignment
Process Roles and Process Design & Process Design & Process Skills & Process Values &
Process
Improvement Plan Responsibilities Modeling Modeling Expertise Beliefs
Process Process
Decision Making Process Education Process Attitudes &
Strategy & Process
Implementation & Implementation &
Capability Linkage Processes & Learning Behaviors
Executions Executions
Process Metrics & Process
Process Control & Process Control & Responsiveness to
Process
Performance Collaboration &
Architecture Measurement Measurement Process Change
Linkage Communication
Process Process Process Leadership
Process
Process Output
Management Improvement & Improvement & Attention to
Measurement Knowledge
Standards Innovation Innovation Process
Process Process Project & Process Project & Process
Process Customers Process Social
Management Program Program Management
& Stakeholders Networks
Controls Management Management Leaders
Source: Rosemann & DeBruin 2006
Agile BPM Maturity
Satisfying all 30 facets of the BPM Maturity Model takes a long time
A subset of the BPM Maturity model is needed to guide an
organization toward a rapid deployment of BPM technology
Example: Staged Deployment of Maturity Initiatives
Modeling Tool Extended use of Tool
28
15. Choosing the Right Strategy
There is no single right pathway for all organizations
If command-and-control infrastructure: Methods come first,
culture comes later
If participatory organization: Culture and people need to be
nurtured earlier in the process
If centralized organization: Building a central repository can
be undertaken early in the process
If decentralized organization: Leveraging individual projects to
facilitate quick wins is important, but an integration strategy for
the project results later on needs to be instituted early on
29
3 Challenges Ahead
30
16. Business People Acquiring
Management by Magazine
50 Years of IT Lock-Down
IT Skills
31
Thank You – Questions?
Michael zur Muehlen, Ph.D.
Howe School of Technology Management
Stevens Institute of Technology
Castle Point on the Hudson
Hoboken, NJ 07030
Phone: !+1 (201) 216-8293
Fax:! +1 (201) 216-5385
E-mail:! mzurmuehlen@stevens.edu
Web:! http://www.cebpi.org
Process Thought Leadership
32