The document discusses different perspectives on business process management (BPM) from four main groups: end users, IT, system providers, and risk/compliance officers. Each group has different needs from process models. End users need detailed instructions, IT needs to support the business, system providers need accurate configurations, and risk officers need governance. There is often confusion when these groups discuss processes without understanding each other's perspectives. The document proposes using colored hats - orange, white, blue, and red - to represent each group's view and needs. It argues for a shared process model that links to related systems and information to support all perspectives while using a common business-focused visualization.
Building Blocks: Business Architecture, Best's Review, June 2010Gates Ouimette
#Businessarchitecture helps #carriers close the “#integration gap” between IT and the business.
Capturing your business architecture today will provide better #transparency into #operational and #technology investments.
Managing Your Business Through Change: Introducing Bluewolf BeyondBluewolf
The rise of SaaS and cloud based business services have in effect killed the dinosaurs of the software consulting industry. Introducing Bluewolf Beyond.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
Customer Service is a new corporate battleground. Companies need to provide state of the art customer service in order to compete and in this new market. This white paper discusses the business value and best practices of integrating your companies phone system with a strong central CRM.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The Internet has fundamentally changed the way we do business, and it has created huge opportunities for entirely new business models, from Web portals to e-commerce. Many of these new companies have succeeded, and many have failed, but this first wave of the Internet economy has set the stage for even more innovation and success throughout all sectors of business. As exciting as the dot-com revolution was, the Internet continues to provide an even greater opportunity for more traditional businesses.
The document discusses how cloud computing will impact the roles and responsibilities of internal IT departments. It uses a component business model to analyze the functions of a typical IT department. It finds that many operational components will no longer be needed as IT services move to external cloud providers. However, strategic components around understanding business needs, managing vendor relationships, and ensuring cloud services continue to support business strategy will be more important. The IT department of the future will be smaller but still play an important role in aligning cloud services with business requirements.
Building Blocks: Business Architecture, Best's Review, June 2010Gates Ouimette
#Businessarchitecture helps #carriers close the “#integration gap” between IT and the business.
Capturing your business architecture today will provide better #transparency into #operational and #technology investments.
Managing Your Business Through Change: Introducing Bluewolf BeyondBluewolf
The rise of SaaS and cloud based business services have in effect killed the dinosaurs of the software consulting industry. Introducing Bluewolf Beyond.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
Customer Service is a new corporate battleground. Companies need to provide state of the art customer service in order to compete and in this new market. This white paper discusses the business value and best practices of integrating your companies phone system with a strong central CRM.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The Internet has fundamentally changed the way we do business, and it has created huge opportunities for entirely new business models, from Web portals to e-commerce. Many of these new companies have succeeded, and many have failed, but this first wave of the Internet economy has set the stage for even more innovation and success throughout all sectors of business. As exciting as the dot-com revolution was, the Internet continues to provide an even greater opportunity for more traditional businesses.
The document discusses how cloud computing will impact the roles and responsibilities of internal IT departments. It uses a component business model to analyze the functions of a typical IT department. It finds that many operational components will no longer be needed as IT services move to external cloud providers. However, strategic components around understanding business needs, managing vendor relationships, and ensuring cloud services continue to support business strategy will be more important. The IT department of the future will be smaller but still play an important role in aligning cloud services with business requirements.
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
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.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
The document discusses how adaptive case management (ACM) can help knowledge workers like Bryan and Jenny deal with unstructured work. It notes that 80% of knowledge work is unstructured. ACM provides a more flexible way for Bryan to build applications to meet the needs of mobile workers like Jenny. It allows Jenny to manage cases and collaborate with colleagues from different locations. ACM gives their manager Tom better visibility into the team's work.
Working with IT_Does it need to be that difficultt?Steve Mitchinson
The document discusses the importance of developing a strong relationship between contact centers and IT departments. It notes that contact centers are increasingly dependent on technology, but relationships between contact centers and IT are often lacking. The document explores reasons for poor relationships from both the contact center and IT perspectives, such as lack of technical understanding, failure to define business needs, and failure to keep skills up to date. It also outlines traits of successful vs unsuccessful CIOs in partnering with contact centers.
With the right CRM solution, information workers can increase productivity, improve customer service, and boost collaboration, while the business simplifies complex processes, increases sales, and reduces costs.
1) Organizations are placing renewed emphasis on customer retention and cost cutting due to economic challenges, leading them to examine contact management (CM) and customer relationship management (CRM) solutions.
2) CM solutions are designed for individual or team productivity and sales automation, while CRM solutions are multi-module systems of record for all customer interactions.
3) The choice between CM and CRM often depends on a company's sales interaction model and key business challenges - for example, a one-to-many model may prefer a CM, while many-to-one may choose a CRM.
The document discusses how to identify a company's core competitive differentiators in order to determine which business functions are common and can potentially be outsourced versus those that are uncommon and help distinguish the company. It provides a checklist for organizations to use which includes gathering customer feedback, identifying internal expertise, evaluating functions on a common-uncommon continuum, developing an optimization plan with a provider, transferring domain knowledge, and establishing metrics to ensure outsourced functions continue to contribute to differentiation. The document argues that outsourcing common functions allows a company to focus on its uncommon strengths while a provider handles traditional tasks.
Organizations often struggle with costly and delayed ERP implementations when they focus solely on technology, ignore requirements definition, and rush from requirements to development without proper planning. Implementing a project management office (PMO) can help organizations avoid common pitfalls by providing structure, oversight, and governance over project scope, scheduling, resources, communication and reporting. Leveraging a PMO's roles in solution architecture, process improvement, mentoring, knowledge sharing, and facilitation can help ensure ERP implementations are successfully delivered on time and on budget.
A knowledge presentation about PLM by Jos Voskuil facilitated by BWIR-Korade covering:
Need and relevance of PLM for today's global businesses and their competitiveness
PLM and its complementarity with ERP
How PLM is a tailored strategy depending on your company goals – efficiency, innovation and quality
5 steps to think about your PLM strategy and approach the implementation
Why implementing PLM is not an IT activity, but requires a business focused approach with right contributors
New Sourcing Strategies: The role of Outsourcing and Homeshoring in Contact C...EightyTwenty Insight
Are Mixed Model Operations an opportunity for contact centres to access skills,
capabilities and lower costs in harsh times? Or an overly complex solution which risks
damaging service and brand?
The challenges faced by organisations with large-scale contact centre operations have
recently become more acute and complex and the balance between cost containment
and customer needs has never been more difficult to achieve. Web 2.0 (consumer to
consume) behaviours will reduce the amount of contact and make the remaining quality
of interactions even more vital to customer retention. More radical thinking is required to
achieve this balance. The Contact Centre has to have Board level support and
organisations have to think more like their customers. Alternative Sourcing Models and
new technology (often hosted) will need to be embraced to keep pace.
Even the largest companies will benefit from partnering with external providers as
technology becomes the key driver of value and savings. Outsourcing, Shared Services
and Homeshoring pose less risk and offer real value and will continue to grow but
companies must get smarter about how to exploit them to their full potential. Sourcing
strategies need to be better thought through and become more sophisticated if these
alternative models are to be fully exploited.
This paper provides an informed and independent view on the evolution and value of Outsourcing and the Mixed Sourcing Model in contact centre operations, particularly in light of the current, urgent need to reduce costs and the rapidly changing consumer demands. It further highlights many of the current Contact Centre trends and issues, both strategic and operational, and focuses on the use of Alternative Service Delivery Models (ASDM’s) such as outsourcing and home-shoring in meeting these challenges.
Requirements management and the business analystRobert Darko
The document discusses the roles and responsibilities of various professionals involved in requirements management using SharePoint. It describes the roles of the Business Analyst, System Administrator, Super User, SharePoint Designer, Web Developer, and End User. The Business Analyst acts as a liaison between business and IT, gathering requirements and ensuring alignment. The System Administrator focuses on backend configuration and integration. The Super User configures SharePoint sites to meet business needs without coding. The SharePoint Designer customizes sites using workflows, databases, and branding. The Web Developer handles complex integrations and customizations. Training requirements and workloads are also outlined for each role.
inmortane of business communication in the organizationAvishek Adhikary
Communication is important for sending and receiving information within firms and depends on a firm's structure. There are four main forms of business structure: pyramid, entrepreneurial, matrix, and independent. The pyramid structure has traditional top-down communication, while entrepreneurial structures rely heavily on key workers. Matrix structures create project teams with specialists. Independent structures are not suitable for most businesses due to lack of control. Centralization concentrates authority while decentralization distributes it. Vertical communication flows down and up formal channels, while lateral communication occurs between departments. Barriers to communication can be technical, human, or related to the communication medium used.
The document discusses the need for business analysts to use multiple, linked models to capture different types of project knowledge, rather than relying on a single model. It provides examples of different model types like process models, use case models, and organizational charts that could be linked together. The document advocates for using modeling tools to formally link these various models in order to better organize project information and facilitate information sharing across project teams.
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.
SOA Planning Sizing Up Your Business ProcessesTim Vibbert
The document discusses the importance of collaboration between business process modelers and IT architects in developing successful service-oriented architectures (SOAs). It notes that historically these groups have worked separately, with modelers mapping business processes but unable to connect them to technical implementations, and architects building technical solutions without a full understanding of business needs. Bringing these groups together in a disciplined planning process allows them to develop shared services that improve business flexibility and efficiency. The document provides advice from experts on best practices for collaborative process modeling to lay the groundwork for large-scale SOA deployments.
Protecting your application investment white paper 0908 2 Laurie LeBlanc
Service Oriented Monitoring allows organizations to monitor applications and services from a business perspective by relating technical infrastructure elements to the services they support. This helps IT prioritize issues based on their business impact, improves communications between IT and business teams, and ensures applications and services meet performance and availability needs. Implementing Service Oriented Monitoring takes 2-6 weeks and provides benefits like reduced downtime, improved end-user satisfaction, and better protection of application investments.
1. Metastorm provides business process analysis, management, and enterprise architecture software that allows users to comprehensively model and improve business processes and strategy.
2. Their portfolio includes solutions for process discovery, analysis, automation, and optimization that work together to provide end-to-end business process insights and management.
3. By using Metastorm's model-driven approach and focus on business value, organizations can more quickly design, implement, and measure process improvements that increase efficiency and effectiveness.
Enterprise Representation An Analysis Of+Standards Issueslegal2
This document discusses issues related to standardizing enterprise modeling and integration. It addresses:
1) The need for standards to define key components of enterprise models in order to facilitate information sharing and integration between enterprises. However, enterprises also require freedom to define their own processes and products.
2) The characteristics of effective enterprise models, including using consistent views and modeling processes and components in a standardized way to allow for interoperability.
3) The role of an enterprise reference architecture in providing a framework and guidelines for enterprise representation and modeling to achieve integration goals. However, completely standardizing enterprise structures may not be practical or desirable.
Guide to turbocharging your marketing agencies performance with online collab...Kahootz
This guide is essential reading if you’d like to:
• Improve your communications with clients
• Improve client retention
• Devote more time to creativity and less to admin
• Widen your pool of creative talent
• Increase productivity and margins
• Win new clients and service more accounts
• Deliver better campaigns
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document summarizes a children's story day event organized by Regine Onal on November 12, 2012 at the CANUBAY CENTER. The goal was to teach Filipino children from the poor community how to read, as many parents could not afford to enroll their children in school. Regine invited local children to join her mini project where she and friends from her GCE team prepared story books and read to the children, asking questions afterwards to check their understanding. The children enjoyed the activity and Regine was glad to share stories with them.
This document discusses various stress management tools and resources for employees. It describes stress diaries where employees record stressors so management can address them. It also mentions Toffler's stability zones, places that provide a sense of safety and relaxation, and simple meditation techniques to reduce stress. The document also lists planning performance to manage stress, building health through medical checks, childcare support, mental health training for managers, health checks for international assignments, preventing stress from long hours, and crisis management training.
This document discusses adapting to case management and the challenges of predefined processes, constant change, and fitting business needs into process models. It proposes adapting by:
1) Predefining only necessary/repeatable aspects and giving guidance for unpredictable work.
2) Empowering users to adjust solutions for ad hoc work and change over time.
3) Moving beyond only process maps to identify core business entities and describe relationships to provide a foundation for various solutions.
Adopting adaptive case management strategies can be successful by centering on describing a business in its own terms rather than changing how the business thinks. The tool then adapts to fit the business needs.
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.
Adaptive Case Management: Taming Unstructured Process Work for Today’s Knowle...OpenText Global 360
The document discusses how adaptive case management (ACM) can help knowledge workers like Bryan and Jenny deal with unstructured work. It notes that 80% of knowledge work is unstructured. ACM provides a more flexible way for Bryan to build applications to meet the needs of mobile workers like Jenny. It allows Jenny to manage cases and collaborate with colleagues from different locations. ACM gives their manager Tom better visibility into the team's work.
Working with IT_Does it need to be that difficultt?Steve Mitchinson
The document discusses the importance of developing a strong relationship between contact centers and IT departments. It notes that contact centers are increasingly dependent on technology, but relationships between contact centers and IT are often lacking. The document explores reasons for poor relationships from both the contact center and IT perspectives, such as lack of technical understanding, failure to define business needs, and failure to keep skills up to date. It also outlines traits of successful vs unsuccessful CIOs in partnering with contact centers.
With the right CRM solution, information workers can increase productivity, improve customer service, and boost collaboration, while the business simplifies complex processes, increases sales, and reduces costs.
1) Organizations are placing renewed emphasis on customer retention and cost cutting due to economic challenges, leading them to examine contact management (CM) and customer relationship management (CRM) solutions.
2) CM solutions are designed for individual or team productivity and sales automation, while CRM solutions are multi-module systems of record for all customer interactions.
3) The choice between CM and CRM often depends on a company's sales interaction model and key business challenges - for example, a one-to-many model may prefer a CM, while many-to-one may choose a CRM.
The document discusses how to identify a company's core competitive differentiators in order to determine which business functions are common and can potentially be outsourced versus those that are uncommon and help distinguish the company. It provides a checklist for organizations to use which includes gathering customer feedback, identifying internal expertise, evaluating functions on a common-uncommon continuum, developing an optimization plan with a provider, transferring domain knowledge, and establishing metrics to ensure outsourced functions continue to contribute to differentiation. The document argues that outsourcing common functions allows a company to focus on its uncommon strengths while a provider handles traditional tasks.
Organizations often struggle with costly and delayed ERP implementations when they focus solely on technology, ignore requirements definition, and rush from requirements to development without proper planning. Implementing a project management office (PMO) can help organizations avoid common pitfalls by providing structure, oversight, and governance over project scope, scheduling, resources, communication and reporting. Leveraging a PMO's roles in solution architecture, process improvement, mentoring, knowledge sharing, and facilitation can help ensure ERP implementations are successfully delivered on time and on budget.
A knowledge presentation about PLM by Jos Voskuil facilitated by BWIR-Korade covering:
Need and relevance of PLM for today's global businesses and their competitiveness
PLM and its complementarity with ERP
How PLM is a tailored strategy depending on your company goals – efficiency, innovation and quality
5 steps to think about your PLM strategy and approach the implementation
Why implementing PLM is not an IT activity, but requires a business focused approach with right contributors
New Sourcing Strategies: The role of Outsourcing and Homeshoring in Contact C...EightyTwenty Insight
Are Mixed Model Operations an opportunity for contact centres to access skills,
capabilities and lower costs in harsh times? Or an overly complex solution which risks
damaging service and brand?
The challenges faced by organisations with large-scale contact centre operations have
recently become more acute and complex and the balance between cost containment
and customer needs has never been more difficult to achieve. Web 2.0 (consumer to
consume) behaviours will reduce the amount of contact and make the remaining quality
of interactions even more vital to customer retention. More radical thinking is required to
achieve this balance. The Contact Centre has to have Board level support and
organisations have to think more like their customers. Alternative Sourcing Models and
new technology (often hosted) will need to be embraced to keep pace.
Even the largest companies will benefit from partnering with external providers as
technology becomes the key driver of value and savings. Outsourcing, Shared Services
and Homeshoring pose less risk and offer real value and will continue to grow but
companies must get smarter about how to exploit them to their full potential. Sourcing
strategies need to be better thought through and become more sophisticated if these
alternative models are to be fully exploited.
This paper provides an informed and independent view on the evolution and value of Outsourcing and the Mixed Sourcing Model in contact centre operations, particularly in light of the current, urgent need to reduce costs and the rapidly changing consumer demands. It further highlights many of the current Contact Centre trends and issues, both strategic and operational, and focuses on the use of Alternative Service Delivery Models (ASDM’s) such as outsourcing and home-shoring in meeting these challenges.
Requirements management and the business analystRobert Darko
The document discusses the roles and responsibilities of various professionals involved in requirements management using SharePoint. It describes the roles of the Business Analyst, System Administrator, Super User, SharePoint Designer, Web Developer, and End User. The Business Analyst acts as a liaison between business and IT, gathering requirements and ensuring alignment. The System Administrator focuses on backend configuration and integration. The Super User configures SharePoint sites to meet business needs without coding. The SharePoint Designer customizes sites using workflows, databases, and branding. The Web Developer handles complex integrations and customizations. Training requirements and workloads are also outlined for each role.
inmortane of business communication in the organizationAvishek Adhikary
Communication is important for sending and receiving information within firms and depends on a firm's structure. There are four main forms of business structure: pyramid, entrepreneurial, matrix, and independent. The pyramid structure has traditional top-down communication, while entrepreneurial structures rely heavily on key workers. Matrix structures create project teams with specialists. Independent structures are not suitable for most businesses due to lack of control. Centralization concentrates authority while decentralization distributes it. Vertical communication flows down and up formal channels, while lateral communication occurs between departments. Barriers to communication can be technical, human, or related to the communication medium used.
The document discusses the need for business analysts to use multiple, linked models to capture different types of project knowledge, rather than relying on a single model. It provides examples of different model types like process models, use case models, and organizational charts that could be linked together. The document advocates for using modeling tools to formally link these various models in order to better organize project information and facilitate information sharing across project teams.
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.
SOA Planning Sizing Up Your Business ProcessesTim Vibbert
The document discusses the importance of collaboration between business process modelers and IT architects in developing successful service-oriented architectures (SOAs). It notes that historically these groups have worked separately, with modelers mapping business processes but unable to connect them to technical implementations, and architects building technical solutions without a full understanding of business needs. Bringing these groups together in a disciplined planning process allows them to develop shared services that improve business flexibility and efficiency. The document provides advice from experts on best practices for collaborative process modeling to lay the groundwork for large-scale SOA deployments.
Protecting your application investment white paper 0908 2 Laurie LeBlanc
Service Oriented Monitoring allows organizations to monitor applications and services from a business perspective by relating technical infrastructure elements to the services they support. This helps IT prioritize issues based on their business impact, improves communications between IT and business teams, and ensures applications and services meet performance and availability needs. Implementing Service Oriented Monitoring takes 2-6 weeks and provides benefits like reduced downtime, improved end-user satisfaction, and better protection of application investments.
1. Metastorm provides business process analysis, management, and enterprise architecture software that allows users to comprehensively model and improve business processes and strategy.
2. Their portfolio includes solutions for process discovery, analysis, automation, and optimization that work together to provide end-to-end business process insights and management.
3. By using Metastorm's model-driven approach and focus on business value, organizations can more quickly design, implement, and measure process improvements that increase efficiency and effectiveness.
Enterprise Representation An Analysis Of+Standards Issueslegal2
This document discusses issues related to standardizing enterprise modeling and integration. It addresses:
1) The need for standards to define key components of enterprise models in order to facilitate information sharing and integration between enterprises. However, enterprises also require freedom to define their own processes and products.
2) The characteristics of effective enterprise models, including using consistent views and modeling processes and components in a standardized way to allow for interoperability.
3) The role of an enterprise reference architecture in providing a framework and guidelines for enterprise representation and modeling to achieve integration goals. However, completely standardizing enterprise structures may not be practical or desirable.
Guide to turbocharging your marketing agencies performance with online collab...Kahootz
This guide is essential reading if you’d like to:
• Improve your communications with clients
• Improve client retention
• Devote more time to creativity and less to admin
• Widen your pool of creative talent
• Increase productivity and margins
• Win new clients and service more accounts
• Deliver better campaigns
Spanning people, processes, and technologies: The business case for Collabora...IBM Rational software
This document discusses the business case for a collaborative DevOps approach between development and operations teams. DevOps at IBM takes a broader view than just deployment automation, aiming to improve automation, integration, collaboration, and optimization across the development and operations lifecycle to achieve better business outcomes. Key benefits of collaborative DevOps include aligning metrics and priorities between teams to reduce conflicting incentives, adopting a shared view of technical debt to minimize costs passed between teams, and gaining efficiencies across the entire software development and delivery process.
The document summarizes a children's story day event organized by Regine Onal on November 12, 2012 at the CANUBAY CENTER. The goal was to teach Filipino children from the poor community how to read, as many parents could not afford to enroll their children in school. Regine invited local children to join her mini project where she and friends from her GCE team prepared story books and read to the children, asking questions afterwards to check their understanding. The children enjoyed the activity and Regine was glad to share stories with them.
This document discusses various stress management tools and resources for employees. It describes stress diaries where employees record stressors so management can address them. It also mentions Toffler's stability zones, places that provide a sense of safety and relaxation, and simple meditation techniques to reduce stress. The document also lists planning performance to manage stress, building health through medical checks, childcare support, mental health training for managers, health checks for international assignments, preventing stress from long hours, and crisis management training.
The document discusses the benefits of Lean Six Sigma for employees. It notes that while top-down support is important for deployment, sustained success also depends on employee commitment. To gain employee buy-in, companies should define "WIIFE - What's In It For Employees" and identify change leaders to communicate benefits. Recognition for generating results and linking Lean Six Sigma to performance reviews can further motivate employees. The document also addresses challenges with low mix production models and potential future applications of Lean Six Sigma such as in marketing, accounting, education and addressing social and environmental issues.
This document discusses improving labor efficiency in manufacturing facilities. It notes that companies like Toyota operate at 96-126% utilization according to the Harbour Report. Increasing efficiency can reduce labor costs, tool and machinery usage, work in process, and improve quality control. The objective is for each facility to increase efficiency to an optimal level in order to directly lower the cost of manufacturing and assembly.
Oscar is Chief Marketing Officer bij Spil Games, het grootste online 'casual' gaming bedrijf ter wereld. Hij is daarbij verantwoordelijk voor alle consumenten marketing activiteiten: online marketing, het management van alle game sites (creatie, acquisitie en content) en alle bedrijfs- en PR communicatie.
Spil Games is eigenaar van 47 verschillende gaming websites in 19 talen. Per maand trekt het bedrijf daarmee 130 miljoen unieke bezoekers wereldwijd. Iedere website is volledig afgestemd op het marktgebied, inclusief de game content, taal en domeinnaam. Sinds 2004 heeft Spil Games bijzondere games op de markt gebracht met als doelgroep families, tieners en kinderen.
Voordat Oscar in 2009 in dienst trad bij Spil Games werkte hij eerder voor Wehkamp, eBay en TomTom. Bij eBay was hij onder meer verantwoordelijk voor de integratie van Marktplaats.nl binnen het bedrijf. Bij TomTom gaf hij leiding aan alle marketing en sales activiteiten in 25 landen en bouwde hij het e-commerce platform.
Oscar Diele kan met recht een echte online en e-commerce pioneer genoemd worden. Hij heeft mede vorm gegeven heeft aan het online landschap in Nederland en ver daarbuiten. Voor zijn carrière in het bedrijfsleven studeerde hij marketing op de Hogeschool Windesheim en behaalde hij een executive MBA op de universiteit van Hertfordshire (UK).
Valentijn Bras is mede-oprichter en directeur van Scoupy. Via het aanbieden van interessante kortingsacties via Scoupy krijgen MKB-, retail- en horeca-ondernemers meer klanten over de vloer. Met Scoupy kan de consument nieuwe locaties ontdekken, nieuwe ervaringen opdoen of met voordeel nieuwe producten proberen. Korting uitdelen is niet het doel, maar het middel om consument en ondernemer bij elkaar te brengen.
De gratis Scoupy-app biedt consumenten toegang tot 3000 kortingsacties van 2000 locaties, zoals winkels, horeca en vrijetijdsbesteding. Sinds de lancering in oktober 2011 is de app voor iPhone- en Android-smartphones meer dan 200.000 keer gedownload. Met inmiddels 25 medewerkers wordt vanuit Amstelveen hard gewerkt aan het succesvol uitbouwen van dit concept en het aansluiten van duizenden MKB-ondernemers, retailorganisaties en vrijetijdsbestedingen.
Scoupy is in augustus 2011 opgericht door de media-ondernemers Olivier Slot, Pierre Karsten en Valentijn Bras. Sinds maart 2012 participeert ook GFP producties, o.a. uitgever van de Nationale Postcode Loterij Voordeelagenda, in Scoupy. PostNL-dochter Netwerk VSP heeft sinds begin september 2012 een minderheidsbelang van 30% in Scoupy. SanomaVentures, eigendom van Sanoma Media, is in oktober 2012 eveneens als investeerder toegetreden. Valentijn neemt met de mogelijkheden van SCOUPY mede-ondernemers mee op reis naar SoLoMo: Social, Local, Mobile.
Marketing Pioneers - Robert Senior - Saatchi & SaatchiMarketing Pioneers
Robert Senior is CEO van Saatchi & Saatchi (EMEA) en de Saatchi & Saatchi Fallon Group (SSF). Hij werkt voor het bedrijf sinds 2007 en werd benoemd als voorzitter van de Worldwide Creative Board in 2010.
Senior startte Fallon Londen in 1998 met vier andere patners. Samen bouwden ze het bedrijf uit van een start-up tot een prijswinnend bureau met 190 werknemers en accounts als Skoda, BBC, Sony en Cadbury. Fallon werd 'Campaign Magazine’s Agency of the Year' in 2006 and 2007.
Robert Senior voltooide opleidingen in Duitsland, Nederland en het Verenigd Koninkrijk (Durham University). Hij is daarnaast een gekwalificeerd ski leraar en gaf les in Oostenrijk, Zwitserland en Frankrijk.
The document provides definitions for over 100 terms related to business process management (BPM). It begins by explaining that BPM concerns the goal-driven design, management, and execution of business processes. Many organizations currently manage or plan to start managing their business processes in order to work smarter, better, and faster. However, few organizations excel at applying BPM principles and techniques due to a lack of domain knowledge and shared understanding of key concepts. The document aims to collect and explain the most important BPM concepts to provide clarity.
This document discusses how design thinking can be applied in the IT industry and with agile software development processes. It explains that design thinking focuses on understanding user needs and experiences, while agile development promotes collaboration and rapid iteration. The document argues that combining design thinking and agile methods can improve project success rates and deliver better solutions that are tested with users earlier. It provides examples of how design thinking can be used in business process modeling and with virtual and globally distributed agile teams.
This presentation provides a high-level overview of BPM and where it is today.
It also touches on some of the core technologies and standards.
Its focus is on the four specific “Challenges” facing BPM and they are aligned to the four phases of the typical application development life cycle.
1. Discovery
2. Design
3. Development
4. Deployment
everteam.ibpms helps organizations through alignment of business goals, through open and continuous communications, and through a commitment to partnership. Success is a process, not a transaction
This document provides an overview of agile product management and user story mapping. It defines key concepts like product management, user stories, functional and non-functional requirements. It explains how to capture requirements in a product requirements document and then write user stories following the vision, goals, activities, tasks framework. The document also discusses how agile teams historically used physical boards and now often use digital workflow tools like Jira to organize and track their work in progress.
This document provides an introduction to business process reengineering (BPR) and enterprise resource planning (ERP). It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality and speed. The objectives of BPR include reducing costs and time, improving customer service and reinventing business rules. ERP software aims to integrate all departments and functions across a company onto a single system. It discusses the benefits of ERP including lower costs and better data access, as well as challenges such as high implementation costs and potential inflexibility.
This document summarizes reasons why Cisco management hesitated to engage in an ERP implementation project. The key reasons included:
- Fear of decentralization and large "mega-projects" that ERP implementations can become.
- Disruption to existing business processes and operations.
- Need for a strong internal team and partners to lead the project given its complexity.
- Balancing standardization with maintaining some proprietary functionality.
- High costs associated with large ERP projects.
Cisco's approach was to implement the ERP system quickly to minimize disruption to the business.
The document discusses approaches for structuring difficult-to-automate business processes that are human-centric and unstructured. It notes that traditional process automation approaches can be inflexible and require exceptions to be explicitly catered to. The document proposes taking an object-oriented approach to impose structure on such processes in a way that is not inflexible. It suggests modeling business processes and activities as objects with classes, inheritance, encapsulation and polymorphism to provide consistency while allowing for flexibility. The document argues this approach can provide needed structure for auditability, decision-making and efficiency metrics without requiring the business process to strictly conform to the constraints of a system.
This takes a look at the architectural constructs that are used for building business intelligence systems and how they are used in business processes to improve marketing, better serve customers, and maximize organizational efficiency.
Tip 5 recommends engaging with social self-service by providing an engaging self-service portal that users will embrace as a single point of contact. This allows users to help each other and harness their knowledge. Using big data and gamification can further increase value and drive engagement and collaboration.
Digital has brought about change in everything we do.
Your business needs to adapt to changing customer
dynamics and respond to competitive forces in real-time.
Your customers, partners, and suppliers are on their toes
and they expect you to be up and running too.
Thus, IT leaders have to imbibe the concept of the platform ecosystem and think in terms of creating the “platforms that cohesively work internally and externally to enable a
multimodal connect for delivering digital enterprise.”
Take following steps to Platformize:
1. Build Contextual Process
Platform
2. Integrate mobility and social in
process applications
3. Deliver Process Experience
4. Elevate Orchestration
5. Loosely Couple resources
6. Create and Carry Process
Context
7. Practice Platform Governance
8. Think Big, Start Small, Earn
quick wins, Expand
9. Leverage Agile Methodology
and Accelerators
For more information visit: http://www.newgensoft.com/
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
Lean manufacturing originated from the Toyota Production System and aims to maximize value and minimize waste. It focuses on precisely identifying value, mapping the value stream, creating flow, establishing pull between processes, and seeking perfection. Some key aspects of lean manufacturing include just-in-time production, continuous flow, elimination of waste, visual management, and empowered employee problem-solving. Implementing lean principles can be challenging for companies and requires overcoming obstacles such as culture change and lack of understanding of lean concepts.
Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.
Key Takeaways
Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.
The Future Of Bpm Six Trends Shaping Process ManagementNathaniel Palmer
1. The document discusses six trends shaping the future of business process management: transparency in management styles, new delivery methods like unified communications, disruptive technologies like software as a service, making systems smarter through human interaction management and artificial intelligence, more intelligent search capabilities, and improved security and role-based access control.
2. Emerging trends include more openness in sharing financial information with employees, new ways of accessing systems using mobile devices and instant messaging, and delivering business process management as a cloud-based service.
3. Systems are aiming to get smarter by learning from how users solve problems, allowing semantic searching for context rather than just variables, and using artificial intelligence techniques like training systems through observation instead of strict rules
This document summarizes the key topics discussed at a research event hosted by The Eventful Group regarding challenges utilities face when using SAP software. The Eventful Group conducted interviews with 100 utility customers and SAP stakeholders. Customers agreed SAP provides value but raised concerns about change management, user experience, enterprise asset management, analytics, financials, human capital management, cloud/S4HANA, customer service, organizational alignment, safety/compliance, mobility, grid modernization, implementations and upgrades, and SAP roadmaps. The Eventful Group aims to address these issues at its upcoming SAP for Utilities conference.
Optimizing Organizational Knowledge With Project Cortex & The Microsoft Digit...Richard Harbridge
Today, organizations can go beyond the intranet and connect people to interactive expertise within the organization and personalized insight through an integrated suite of Microsoft 365 applications.
Based on significant improvements in artificial intelligence (AI), real behavior-based data based on the Microsoft Graph and Azure innovation such as improved language understanding, organizations today can provide contextual and dynamic topic cards, expertise mapping, pages, topic centers, and more. Powered by image tagging, form processing, document understanding, and machine teaching; organization content and documents are optimized for better compliance, processing, and discovery.
Join LiveTiles, along with Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, who will share:
Best practices on modern knowledge management
How the continued innovation from Microsoft can be best reconciled with enterprise intranet and digital workplace needs
Learn How to Maximize Your ServiceNow InvestmentStave
Understand how leading companies are adopting an aPaaS strategy
Learn the evolution of ServiceNow's platform capabilities
Assert IT's influence over shadow IT practices
Capgemini Robotic Process Automation special edition summer 2017UiPath
The rise of automation is bringing a plethora of opportunities to both organizations and individuals. Capgemini is at the forefront of this revolution – our Automation Drive is a unified, open and dynamic suite of automation tools and services that help our clients embark on a new journey of reimagining the way they do business. A number of experts from Capgemini's Business Services have shared their insights on various aspects of automation, and we hope that this collection of articles will help you navigate your business through the uncharted waters of this new age towards a productive automation environment.
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This document advertises the 14th Annual PEX Week conference from January 21-25, 2013 in Orlando, Florida. Over 45 senior process leaders from major companies will speak, including executives from Citi, Kraft Foods, Nationwide, and Xerox. The event will focus on innovating business processes, reaching process excellence through various tools and industry forums, and benchmarking process improvement strategies. Attendees will gain new ideas and networking opportunities to further their process improvement programs.
The PEX Corporate Leaders Boardroom event brings together C-Suite executives to discuss key issues for driving process excellence and business transformation in 2013, including redefining quality, leadership engagement, change management, and strategic alignment. Through an exclusive boardroom-style discussion format, participants can engage with peers, develop leadership skills, and focus on operational challenges to formulate a forward vision and competitive strategy for their organizations. Previous attendees of the event include senior executives from major companies across various industries.
This document provides information about sponsoring an event called PEX Week hosted by PEX Network. It discusses the benefits of sponsorship, including access to senior decision makers from major companies. PEX Week is described as the largest annual gathering of process professionals and a chance for sponsors to meet prospects and current partners. Details are given about the audience breakdown by region, job function, company size and industry to help sponsors understand the potential customers that will be attending.
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The document discusses calculating the return on investment (ROI) for implementing Business Process Management (BPM). It identifies direct benefits like cost savings from improved efficiencies and indirect benefits like easier change management. The ROI is calculated by tracking cost savings from BPM over both the short term (1 year) and long term (5 years). An incremental approach to adopting BPM is recommended to start with a small scope that can demonstrate impact before broader rollout.
1. Whitepaper
What BPM hat are you wearing?
Perspectives on Business Process Management
Ian Gotts, CEO & Founder
ian.gotts@nimbuspartners.com
www.nimbuspartners.com
2. BPM?
A quick search on Google for BPM got exactly 15,900,000 hits. There are a huge range of definitions or
perspectives on what those three letters mean. Business Process Management, Business Process Modeling
(with 1 or 2 ‘L’s), Business Process Mapping. A couple of interesting finds were that BPM is the national
time clock in China, and possibly more relevant, BPM-Focus is an energy drink sold exclusively in Ireland by
Coca Cola.
These different interpretations of BPM are not wrong – they are just different. This could account for some
miscommunication and ambiguity between people who genuinely mean the same thing. But there are very
different interpretations based on the need or use of the ‘process model’. Incidentally, the term ‘process
model’ means just as many different things to different people.
Different strokes for different folks
Processes are clearly critical to the running of an operation so it is important that end users, IT developers,
systems integrators as well as risk & compliance managers have a consistent, aligned view of how the
business operates. To achieve that alignment it would be ideal if these stakeholders could collaborate over
a single source of the truth as regards process. The way to achieve that would presumably be to have one
integrated process model, which includes all of their requirements. Is this possible? A short conversation
with each of them will quickly reveal that their interpretations of what should be in a process model and how
they’d use it are quite divergent.
The risk is that when these individuals discuss processes and process models they naturally assume that
the others in the conversation have exactly the same understanding. Everyone leaves the meeting thinking
that they are in complete agreement, but then are horribly confused when they act differently.
I’m reminded of the HSBC different points of view advertising at airports:
“The more you look at the world, the more you realize that people
look at things from a different perspective”
At Nimbus, we often witness these confused and confusing conversations at clients. As Nimbus spends its
time worrying about process efficiency, process governance and adoption, we felt it was important to spend
some time to try to understand the root cause of the confusion and help people understand the needs and
perspectives of the other stakeholder groups.
2 | What BPM hat are you wearing? www.nimbuspartners.com
3. What colour is your hat?
After considerable discussion with numerous clients we came to the conclusion that there were four
main audiences who need to share an organization’s business processes model. To make this simpler to
articulate (and we’ve used this technique in workshop situations), we decided to give each audience group a
different colored hat – Orange, white, blue and red. Here’s how it goes.
Orange Hat
End users (or business users)
End users (or business users) want to use the process model for staff training and
point-of-need support when they are unsure how to conduct a task. The process model
needs to include (or link to) detailed work instructions, forms, templates, systems and
performance metrics. In this respect the process model acts as a powerful knowledge
management resource. The process model is the starting point for all manner of
business performance improvement initiatives.
Now that hat may be on ‘sideways’ as in service based organizations the average age
of employees is under-30 – Gen Y or the iPod generation. These are the frontline staff
who touch the customers day in day out. It may be important to bear this in mind before
deciding what kind of process content to inflict on this audience.
White Hat
The IT department
The IT department want to understand the business users’ view of the operation to
ensure that the IT systems they build and maintain truly support the business users,
at minimum cost. They want to ensure that there is integrity of information as it flows
around the systems.
Blue Hat
The IT system providers
The IT system providers such as SAP, Oracle or Salesforce.com and the project teams
who implement such systems want to ensure that the configuration of their system is
managed accurately and that it hangs together end-to-end i.e. passes System Testing
and User Acceptance Testing. In short, that it meets the users’ needs.
Red Hat
The risk and compliance officers
The risk and compliance officers want to be able to demonstrate to auditors that end
users are following a documented process and that the correct risk control points have
been identified and are effectively managed from a governance, ownership and auditing
standpoint.
www.nimbuspartners.com What BPM hat are you wearing? | 3
4. It is generally accepted that not every activity in a company can be automated. Manual activities are open
to the free will and inconsistencies of the individuals performing them. What may be surprising is the
relative percentage of automated vs. manual. SAP’s own research suggest 80/20 – 80% manual. This figure
is consistent with Microsoft’s findings. And these are companies who would like to see the automation
percentage higher. I speak on the conference circuit regularly since my book Common Approach,
Uncommon Results1 was published. Consistently the audiences agree that these proportions are roughly
correct for their enterprises.
Those in IT realize that processes are critical to understanding how to support the operation. However
process documentation created from an IT perspective is generally too complicated and unpopular with
end users. What end users want is to have ‘guided walkthroughs’ with the relevant screens, documents or
work instructions fed to them in the right sequence and context. That is represented by the diagram with
the ‘wiggly’ yellow line. For an end user, a process flows between manual as well as automated activities.
Automation (provided by ERP transactions and other systems) are most easily understood when explained in
the context of the full end-to-end business process. But why is the line broken?
Because most process mapping exercises are IT orientated, the detailed process descriptions are of
the automation, but the descriptions of the manual activities are sketchy and incomplete. Worse, the
process content is not normally published in such a way that end users can easily find process and related
information relevant to their role. As a consequence end users often don’t find or don’t understand process
information which can help them in their job.
In any case, most have in the past found the process content hard to understand, so now they do not even
bother to look. As a consequence the most common cause of process breakdown is human, though people
are usually very willing to lay the blame for poor performance on the “new IT system”.
1 www.ideas-warehouse.com
4 | What BPM hat are you wearing? www.nimbuspartners.com
5. Why should we worry?
“Process models are only some arcane definition of the business described in boxes and lines on a
hopelessly complicated diagram”, may be the opinion of many business users, probably because they had
imposed on them a process model designed by and principally for the IT function.
An alternative view is that the process knowledge of the organization is the most valuable intellectual asset,
which should be captured, nurtured and governed to maximize corporate performance. Think of it as the
“DNA of the organization”
If you were a Store Manager in the high street and admitted to your Area Manager that you had no idea
what stock you had in the store, how much was damaged or out of date – what would your career plan look
like? Pretty short. Treating your business processes as a critical asset should demand that you safeguard,
nurture and use that information. But independent research shows that information workers typically
spend over 20% of their time looking for accurate information (documents, systems, work instructions) to
be able to execute a task. This can result in systems being used incorrectly, manual workarounds and out
of date documents or forms being used – all resulting in waste, frustration and a risk of compliance failure.
These manual activities present many challenges including standardization, enforcement, control and
performance monitoring because people do not work with the untiring consistency of a computer. They have
free will and initiative.
Learning to Share
If all four audiences are going to collaborate, there’s a need to avoid diagrammatic mayhem. By which I
mean, for a particular process, recording every requirement of all four audiences in a single diagrammatic
format would result in information overload. This would ultimately compromise everyone’s ability to
understand it, and each of the four audiences would quickly return to working in their silo.
So how can the four audiences learn to work together on a shared understanding of their business
processes? The most likely way to make this succeed is to have a common denominator, and that should be
a simple diagrammatic notation format which all four audiences can understand. Clearly that has to be the
business (“Orange hat”) view of process as that’s 90% + of the audience, and all four stakeholder groups can
understand it.
So how do we integrate the needs of the other three audiences (IT, Systems Providers and Risk
& Compliance), into this simplified view of process? Their requirements can be overlaid on the
business view of process, by using three techniques:
• Attached information - links to information (documents, forms, policies, work instructions) can be
added to objects on a process diagram, without complicating the fundamental diagram with arcane
shapes and clutter.
• Cross reference links - can be added between objects in the process model and corresponding
technical systems (such as ERP system, workflow system, software configuration environment and so
forth). These can if necessary be cross references between the business view of a process activity and
the technical view of that activity from an automation perspective, for example links to a technical
process flow held in a process automation system.
• Personalization - by showing or hiding the attached information and links according to each user’s
needs via group membership, the diagrams remain simple, uncluttered and easily understood for the
majority (business) audience, yet full featured for each of the other three audiences.
www.nimbuspartners.com What BPM hat are you wearing? | 5
6. So, rather than the diagram appearing more complex it provides contextual access to extra information, and
each audience can satisfy their requirements without compromise. The Orange hat perspective of process
acts as the unifying hub and other process views and systems are connected to that, potentially providing
the glue across more than one type of business process application. This approach will stop the power
battle which seems to surface between business and IT in which both parties seem to assume that the
process model is a single entity to be fought over.
What is critical is that the core business process model and connected information systems are managed
in parallel, so that they stay synchronized. For example a Orange activity, such as Raise Invoice, needs to be
related to a white activity Raise Invoice, and a blue SAP transaction VF01 – Create Billing Document, and red
control point Raise Invoice. Each group (white, blue, orange and red) has a shared responsibility for keeping
their elements up to date, with a software application automatically maintaining the cross linkages.
This puts stringent demands on any business process management application that is going to be able
manage potentially multiple models and cross linkages. In choosing a single application it may require
some of the more detailed requirements of each group to be compromised, but there are some core
requirements you’ll need to insist on: ease of modeling, management of relationships, an auditable
governance cycle, multiple views controlled by access rights and scalability to service all of your users –
potentially every employee and selected 3rd parties.
The Final Word
So what are the conclusions or takeaways from this?
• There are 4 audiences – with different needs & perspectives.
• Each audience needs to respect and accommodate all 4 views.
• All 4 audiences need to collaborate and therefore need a common understanding of process and how
they are modeled.
• That common model may need some compromises but has to be understood by all 4 audiences.
Therefore it has to use a language business (90% of the audience) will understand.
• Governance and cross linkage capabilities are critical requirements or the 4 audiences will diverge.
This argues for one multifaceted process model, which links to related systems and information which
supports all 4 audiences; but is grounded on a visualization of processes which business users can easily
understand. If that’s correct, it confirms why there’s a ‘B’ in BPM.
So the next time you think that you are in violent agreement about BPM - step back, look up and take a look
at the hat the other person is wearing.
6 | What BPM hat are you wearing? www.nimbuspartners.com