Interstage BPM 2011
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The document describes new features and capabilities of Fujitsu's Business Process Manager (BPM) software. The key features include performance-based task recommendations, alerts based on historical data, workload forecasting, dynamic tasking, mobile access to tasks, enhanced project management, process pattern discovery, collaboration tools, and improved multi-tenancy. The BPM software aims to help organizations optimize their business processes and respond quickly to changing needs.
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![Sense and Respond “ As Really Is” Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Copyright 2009 Fujitsu America, Inc.](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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This document discusses several software development models and practices. It describes the waterfall model which involves sequential stages of requirement analysis, design, implementation, testing, and maintenance. It also covers prototyping, rapid application development (RAD), and component assembly models which are more iterative in nature. The prototyping model involves creating prototypes to help define requirements, RAD emphasizes reuse and short development cycles, and component assembly focuses on reusing existing software components.
Agile driven development main principles
The document discusses the principles of agile driven development, including that projects have become shorter but more complex, requiring a user-centric approach. It outlines the agile manifesto which values individuals, working software, customer collaboration and responding to change over documentation, contracts and strict plans. Key principles of agile include open communication, incremental changes and rapid feedback. Success requires teamwork, quality assurance, resolving dependencies, and software integration and availability through continuous builds. A combined approach uses both rolling wave and agile planning with high-level milestones and detailed iterations.
How to implement an enterprise system
The document provides guidance on implementing an enterprise system in 6 main steps: 1) Project management to set up the team and scope, 2) Preparation including training, data collection, and setup, 3) Build the customer-specific implementation by configuring the system, 4) Prepare for roll-out with user documentation and training, 5) Deployment and go-live, and 6) Support and manage enhancement requests after launch. It emphasizes preparation, training, and a phased approach to ensure success.
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Whilst it is not always possible to remove and automate human tasks in a process, if it can be done, it often leads to the most dramatic optimization, leading to fully straight through processing. The challenge is that if straight through processing is the goal, we may need to design the process differently from the beginning, with automation in mind. This lecture uses tried and tested techniques for assessing processes to establish whether they are likely to be able to evolve to full automation, and recommends design patterns to be used to simplify the progression from manual to decision supported to completely automated.
Employee Management System
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This project aims at the Introduction to app Service Management.
This software is designed keeping in mind the user’s efficiency & ease of handling and maintenance , as and secured system over centralized data handling and providing with the features to get the complete study and control over the business.
The report depicts the basics logic used for software development long with the Activity diagrams so that logics may be apprehended without difficulty.
For detailed information, screen layouts, provided along with this report can be viewed.
Although this report is prepared with considering the results required these may be across since the project is subjected to future enhancements as per the need of organizations.
Prototyping
Prototype is an early sample or model built to test a concept or process or to act as a thing to be replicated or learned from.
My Repo
Siebel 8 Quick Hits: Task UI
The document discusses Oracle's Task UI, a new user interface in Siebel CRM that guides users through business processes and tasks. The Task UI standardizes processes, improves the user experience, and allows non-technical administrators to make changes without custom coding. It enables organizations to more quickly respond to business needs and spread best practices across divisions.
Leaflet14 1
Visual Paradigm - Innovation & Technology for Challenging Projects (Enterprise Architecture, Project Management, TOGAF, PMBOK, Agile Scrum) All-in-one platform
Visual paradigm-leaflet
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Lean JAD = Agile
The document provides guidance on facilitating Joint Application Design (JAD) sessions with hotel staff to gather requirements for a new hotel management software system. It recommends:
1. Planning and scheduling sprint planning meetings or daily scrums to understand current processes and solicit ideas for desired future processes.
2. Defining roles like Scrum Master, Product Owner, and cross-functional team members to participate in sessions using techniques like role playing and prototyping.
3. Documenting gathered functional and non-functional requirements in a repository to define the new system from the end users' perspective.
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Capstone- Milestone 3
The document summarizes an analysis of alternatives project conducted by students to evaluate various workstation deployment solutions for a sponsoring company. It includes objectives to identify 10 potential tools, narrow it down to the top 3 for testing, test and compare them against requirements, and provide a recommendation. It outlines the benefits to students and sponsor, timeline, tools tested (SmartDeploy, KACE Systems Deployment, Ghost Solution, PDQ), testing processes, comparison of tools, lessons learned and next steps which is to complete testing and prepare a final report.
TowardsCognitive BPMas a Platform for Smart Process Support over Unstructured...
TowardsCognitive BPMas a Platform for Smart Process Support over Unstructured...International Society of Service Innovation Professionals
This document discusses cognitive business process management (BPM) as a platform for supporting smart processes over unstructured big data. It provides background on BPM and business process analytics. Cognitive systems are described as having the ability to understand natural language, adapt and learn from interactions, and generate and evaluate hypotheses based on evidence. The vision for cognitive BPM is presented as supporting processes over both structured and unstructured information sources by continuously discovering, learning, and acting through analytics. Two example use cases are discussed: one involving knowledge-intensive enterprise processes in an IT services provider, and the other involving cognitive assistant/agents. Initial research supporting aspects of cognitive BPM is also mentioned.Â
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Interstage BPM 2011
- 1. Business Process Manager Fujitsu America, Inc. Copyright 2010 Fujitsu America, Inc.
- 3. Fujitsu’s BPM Suite Process Asset Repository Home Grown People Information Copyright 2010 Fujitsu America, Inc. Packaged Apps Legacy Enterprise Systems
- 6. From Discovery to Optimization Phase 2: APD to BPM conversion Phase 1: APD Visualization Phase 3: Simulation – Process improvement in BPM Phase 4: Revisualization Roles Processes Organization Best Practices
- 7. Interstage Overview Console Server Business IT Studio Analytics Design Execute Manage SOA Registry & Repository Working together
Editor's Notes
- Copyright 2010 FUJITSU LIMITED
- Copyright 2010 FUJITSU LIMITED
- Copyright 2010 FUJITSU LIMITED The Fujitsu BPMS approach combines methodologies and software to help you: Discover & visualize your as-is processes as they really are! This jump-starts process improvement Use this as the basis for further refinement and extending into a complete process-based application with the required rules, forms, kpis and integration hooks Automate the process – which involves getting the right people the right information at the right time; providing capabilities to collaborate to complete tasks; timers, reminders, and escalation paths are in place Analyse process performance Optimise processes by identifying bottlenecks (back to discover & visualize) Govern – central to all of this is the concept of process governance; all processes and assets are stored for reuse; you also know who changed what when; especially important in a shared services environment
- Copyright 2010 FUJITSU LIMITED
- 40
- From our experience working with 1)enterprise customers that have deployed BPM in a shared services environment within their companies; and 2) with partners that have built interstage bpm-based saas solutions, we’ve continued to enhance our BPM offering to make it truly cloud-ready The main things that differentiate our BPM offering are (see list on slide) The Interstage Cloud BPM platform runs within the Fujitsu data centres here in the US. Each client gets its own instance and can run multiple applications within each instance. Alternatively, we can also set up dedicated servers upon request