The document discusses implementing an SAP BPM framework at companies to achieve four key business objectives: 1) Continuous business model management 2) Optimizing capital 3) Business agility 4) Aligning business processes to business value. It outlines the BPM framework, roles and responsibilities, and expected business value in areas like reduced costs, improved revenue, and business transformation.
Every company recognizes the benefits of BPM, but organizations find it difficult to define a holistic BPM strategy because there is no holistic BPM framework available. Therefore we developed the Enterprise BPM framework. This BPM framework will help you: 1.To perform a BPM roadmap assessment and create a BPM roadmap 2.Discover the business issues 3. Explain the required BPM tools & projects 4.Create a financial BPM benefits case. Within this book we will provide the results of the BPM maturity research in more than 1000 companies and the results of BPM roadmap assessments within industry leaders. We will explain why the Operational Excellence group and the ERP CC should work together and why the role of the CPO (Chief Processing Officer) is so important. One opinion of an independent industry analysts is: “The Enterprise BPM framework is interesting because this is the first framework where the different BPM topics are integrated into one framework to create a BPM roadmap... Meer > which can deliver business value
More information can e found at : www.lulu.com/shop/frank-luyckx/enterprise-bpm-roadmap-assessments/paperback/product-20265487.html
SAP focusgroup ADM for business transformationFrank Luyckx
The focusgroup Advanced Delivery Management (ADM) determines the roadmap for business transformation using the possibilities of Application Liveycle Management (ALM), Business Process Management (BPM), ), Project Livecycle Management (PLM) and Value Livecycle Management (VLM) within an SAP environment
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
This document discusses enterprise business process management (BPM). It defines BPM and outlines its benefits, including process orientation, end-to-end optimization, business buy-in, efficiency, compliance, and agility. The document discusses enterprise BPM goals around developing reusable process components, orchestration/integration, and work management. It also covers enterprise BPM use cases and considerations for modeling, developing, executing, and cultural issues in enterprise BPM implementations. Lastly, it provides lessons learned, such as improving rather than replacing existing processes and getting simple processes working first before automating.
The BPM Portfolio Manager Kit: How-to-Use Details451 Research
The Portfolio Manager Kit is a Business Process Portfolio Management System that includes techniques and tools to help organizations document and evaluate their business processes as strategic assets. As a subset of The PORTFOLIO Approach™, it provides a straightforward means to create a Business Process Portfolio database and use it to initiate and run a Continuous Process Improvement Program.
SAP Focusgroup ADM for business transformation summaryFrank Luyckx
The focusgroup Advanced Delivery Management (ADM) determines the roadmap for business transformation using the possibilities of Application Liveycle Management (ALM), Business Process Management (BPM), ), Project Livecycle Management (PLM) and Value Livecycle Management (VLM) within an SAP environment
This document discusses business process management tools including:
1) Business process analysis (BPA) tools and business process modelling systems (BPMS) for modelling workflows.
2) Proprietary workflow management systems (WfMS) and business process management systems (BPMS) for executing workflows.
3) Open source execution tools for workflows including jBPM, OpenWFE, and Enhydra Shark.
The document references several Gartner reports and academic papers on evaluating and selecting business process management tools.
Every company recognizes the benefits of BPM, but organizations find it difficult to define a holistic BPM strategy because there is no holistic BPM framework available. Therefore we developed the Enterprise BPM framework. This BPM framework will help you: 1.To perform a BPM roadmap assessment and create a BPM roadmap 2.Discover the business issues 3. Explain the required BPM tools & projects 4.Create a financial BPM benefits case. Within this book we will provide the results of the BPM maturity research in more than 1000 companies and the results of BPM roadmap assessments within industry leaders. We will explain why the Operational Excellence group and the ERP CC should work together and why the role of the CPO (Chief Processing Officer) is so important. One opinion of an independent industry analysts is: “The Enterprise BPM framework is interesting because this is the first framework where the different BPM topics are integrated into one framework to create a BPM roadmap... Meer > which can deliver business value
More information can e found at : www.lulu.com/shop/frank-luyckx/enterprise-bpm-roadmap-assessments/paperback/product-20265487.html
SAP focusgroup ADM for business transformationFrank Luyckx
The focusgroup Advanced Delivery Management (ADM) determines the roadmap for business transformation using the possibilities of Application Liveycle Management (ALM), Business Process Management (BPM), ), Project Livecycle Management (PLM) and Value Livecycle Management (VLM) within an SAP environment
BPM Fundamentals: Develop Your Game Plan For BPM SuccessClay Richardson
Presentation on BPM fundamentals at PegaWorld. Introduces business process professionals to drivers for bpm, defining the business case, evaluating ROI, and when/where to use technology.
Framework for a business process management competency centreMartin Moore
This framework directs thought to how business process management can be introduced successfully. It uses a maturity model to illustrate how involved the steps can be in this intervention. What it does not cover is the technical effort such as BPM notation and software requirements.
This document discusses enterprise business process management (BPM). It defines BPM and outlines its benefits, including process orientation, end-to-end optimization, business buy-in, efficiency, compliance, and agility. The document discusses enterprise BPM goals around developing reusable process components, orchestration/integration, and work management. It also covers enterprise BPM use cases and considerations for modeling, developing, executing, and cultural issues in enterprise BPM implementations. Lastly, it provides lessons learned, such as improving rather than replacing existing processes and getting simple processes working first before automating.
The BPM Portfolio Manager Kit: How-to-Use Details451 Research
The Portfolio Manager Kit is a Business Process Portfolio Management System that includes techniques and tools to help organizations document and evaluate their business processes as strategic assets. As a subset of The PORTFOLIO Approach™, it provides a straightforward means to create a Business Process Portfolio database and use it to initiate and run a Continuous Process Improvement Program.
SAP Focusgroup ADM for business transformation summaryFrank Luyckx
The focusgroup Advanced Delivery Management (ADM) determines the roadmap for business transformation using the possibilities of Application Liveycle Management (ALM), Business Process Management (BPM), ), Project Livecycle Management (PLM) and Value Livecycle Management (VLM) within an SAP environment
This document discusses business process management tools including:
1) Business process analysis (BPA) tools and business process modelling systems (BPMS) for modelling workflows.
2) Proprietary workflow management systems (WfMS) and business process management systems (BPMS) for executing workflows.
3) Open source execution tools for workflows including jBPM, OpenWFE, and Enhydra Shark.
The document references several Gartner reports and academic papers on evaluating and selecting business process management tools.
Business process strategies & organizational designDr. Jojo Javier
The document discusses process management and reengineering. It defines key terms like business process management and business process reengineering. It outlines several basic principles of business process reengineering including organizing around outcomes rather than tasks, identifying and prioritizing processes, and capturing information at the source. The document also includes flow diagrams mapping the core processes in an organization from planning through product development, sales, service delivery, and billing/collection.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
This document discusses a business case for business process management (BPM). It outlines a presentation with sessions on a BPM business case, BPM technologies, and in-premise vs cloud BPM. The first session defines BPM, discusses how organizations measure strategy through key performance indicators, and how BPM can benefit organizations by improving process efficiency, agility, quality, and implementation of standards while reducing costs.
This document discusses the increasing complexity of managing business performance in today's dynamic environment. It outlines how managing risks, business models, and system complexity creates challenges for decision making. The document advocates for an integrated performance management approach across the enterprise to connect strategy to execution. It proposes a six step process involving defining goals and strategies, standards/policies, metrics, implementation mechanisms, analysis and improvement, and advancing to the next maturity level. Overall it promotes the need for holistic performance management to navigate complexity and achieve strategic objectives.
BPM Case Management Global Summit - Building a BPM CoEScott Simmons
This document discusses establishing a BPM Center of Excellence (CoE). It notes that BPM projects often struggle due to limited business/IT collaboration and a lack of BPM expertise. A CoE can help drive BPM success by providing coordination, best practices, training, and governance. The document outlines key responsibilities for a BPM CoE and components to consider like mission, organization, processes, and metrics. It emphasizes the importance of an Agile BPM methodology and business/IT collaboration for a CoE to be effective.
2016 Akili Business Process Management Service Offeringrnaramore
The document discusses how organizations must achieve organizational agility to adapt quickly to changing business environments through business process management. It introduces Akili as a company that helps clients establish efficient business processes to gain competitive advantages like lower costs and higher quality through people, process, and technology alignment. Akili provides business process improvement consulting and other BPM services to help organizations of all sizes and industries improve processes.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
This document discusses establishing a Business Process Management (BPM) Center of Excellence. It outlines why organizations need to coordinate BPM initiatives across departments to ensure business strategies are executed properly. A BPM Center of Excellence acts as a central hub for all BPM activities, providing methods, standards and linking strategy to execution. The document includes a case study of how Horizon Healthcare Services established a BPM Center of Excellence to help achieve operational excellence goals.
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
Try ADONIS for BPM:
https://www.boc-group.com/adonis/#test-it
The Three Pillars of Modern Business Process Management SolutionsAppian
Business Process Management (BPM) is a term that has evolved over the past few years from software tools to technology suite to management system - now it helps accelerate digital transformation. Learn more: http://ap.pn/2s13WqW
Critical Success Factors in a BPM ImplementationNathaniel Palmer
Doug Reynolds, president of AgilityPlus Solutions, gave a presentation on the critical success factors for a business process management implementation. He stated that long term success requires having a process repository, developing competence in methods and architecture, using agile technology, ensuring an excellent transition, and implementing measurements. Traditional approaches to performance improvement like downsizing, automation, and restructuring are similar to other initiatives, but BPM also emphasizes the role of technology systems in supporting business processes.
Gartner Shares the Most Important PPM Trends for 2014 - 051214UMT360
This PPT was part of a presentation by Gartner Research VP Donna Fitzgerald and UMT360's Chief Product and Marketing Officer Ben Chamberlain during which they discussed emerging PPM trends for 2014 including what PPM leaders should be prepared for, why companies are moving toward enterprise portfolio management and what this means for the PMO. View the presentation at http://www.bit.ly/1jdqqdp
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
This document discusses developing an Office of Strategic Management (OSM) to ensure ongoing success with the Balanced Scorecard approach. It outlines key attributes for leading an OSM, including being a strategist who owns the strategic process, a scorekeeper who manages how strategy is structured and implemented, and a gatekeeper and guide who focuses attention and provides direction. The document also discusses how focusing on successful customer outcomes can help align organizations and drive innovation when developing a balanced scorecard.
The document discusses 8 trends in business process management (BPM). It begins by outlining each trend, including: 1) Process design for agility, where processes need to be designed to enable quick changes; 2) Developments in BPM tooling; 3) Using Lean approaches to deliver lasting results; 4) Using BPM to align business and technology; 5) BPM's role in outsourcing IT development; 6) Using process monitoring to enable continuous improvement; 7) Addressing complex, unpredictable "human centric" processes; and 8) The relationship between BPM and training. The document argues that BPM can help organizations innovate, improve performance, and deliver value through managing business process lifec
BPM – Business Process Management - is a discipline that attracts a lot of interest. Probably even more nowadays, because of the economic turmoil... By placing business processes on centre stage, companies can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. An enterprise where BPM is really implemented as a management discipline can make agile course corrections, embeds continuous improvement methods and reduces cumulative costs across the value chain. BPM supports the pursuit of today’s strategic initiatives, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion.
BPM discovers what you do and then manages the lifecycle of improvement and optimisation, in a way that translates directly to daily operation.
In a collaboration of Capgemini Technology and Capgemini Consulting the publication “Trends in BPM” is a collection of state-of-the-art trends Capgemini’s experts see in the BPM discipline. It includes topics like Lean, Human Centric Processes, process design for agility and Business Activity Monitoring.
Business process strategies & organizational designDr. Jojo Javier
The document discusses process management and reengineering. It defines key terms like business process management and business process reengineering. It outlines several basic principles of business process reengineering including organizing around outcomes rather than tasks, identifying and prioritizing processes, and capturing information at the source. The document also includes flow diagrams mapping the core processes in an organization from planning through product development, sales, service delivery, and billing/collection.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
This document discusses a business case for business process management (BPM). It outlines a presentation with sessions on a BPM business case, BPM technologies, and in-premise vs cloud BPM. The first session defines BPM, discusses how organizations measure strategy through key performance indicators, and how BPM can benefit organizations by improving process efficiency, agility, quality, and implementation of standards while reducing costs.
This document discusses the increasing complexity of managing business performance in today's dynamic environment. It outlines how managing risks, business models, and system complexity creates challenges for decision making. The document advocates for an integrated performance management approach across the enterprise to connect strategy to execution. It proposes a six step process involving defining goals and strategies, standards/policies, metrics, implementation mechanisms, analysis and improvement, and advancing to the next maturity level. Overall it promotes the need for holistic performance management to navigate complexity and achieve strategic objectives.
BPM Case Management Global Summit - Building a BPM CoEScott Simmons
This document discusses establishing a BPM Center of Excellence (CoE). It notes that BPM projects often struggle due to limited business/IT collaboration and a lack of BPM expertise. A CoE can help drive BPM success by providing coordination, best practices, training, and governance. The document outlines key responsibilities for a BPM CoE and components to consider like mission, organization, processes, and metrics. It emphasizes the importance of an Agile BPM methodology and business/IT collaboration for a CoE to be effective.
2016 Akili Business Process Management Service Offeringrnaramore
The document discusses how organizations must achieve organizational agility to adapt quickly to changing business environments through business process management. It introduces Akili as a company that helps clients establish efficient business processes to gain competitive advantages like lower costs and higher quality through people, process, and technology alignment. Akili provides business process improvement consulting and other BPM services to help organizations of all sizes and industries improve processes.
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Establishing a Business Process Management Center of Excellence - Impact 2012Prolifics
This document discusses establishing a Business Process Management (BPM) Center of Excellence. It outlines why organizations need to coordinate BPM initiatives across departments to ensure business strategies are executed properly. A BPM Center of Excellence acts as a central hub for all BPM activities, providing methods, standards and linking strategy to execution. The document includes a case study of how Horizon Healthcare Services established a BPM Center of Excellence to help achieve operational excellence goals.
A simple guide to learn what BPM is, why it’s important and how you can use it to help your organization.
For more information: info@boc-group.com
Try ADONIS for BPM:
https://www.boc-group.com/adonis/#test-it
The Three Pillars of Modern Business Process Management SolutionsAppian
Business Process Management (BPM) is a term that has evolved over the past few years from software tools to technology suite to management system - now it helps accelerate digital transformation. Learn more: http://ap.pn/2s13WqW
Critical Success Factors in a BPM ImplementationNathaniel Palmer
Doug Reynolds, president of AgilityPlus Solutions, gave a presentation on the critical success factors for a business process management implementation. He stated that long term success requires having a process repository, developing competence in methods and architecture, using agile technology, ensuring an excellent transition, and implementing measurements. Traditional approaches to performance improvement like downsizing, automation, and restructuring are similar to other initiatives, but BPM also emphasizes the role of technology systems in supporting business processes.
Gartner Shares the Most Important PPM Trends for 2014 - 051214UMT360
This PPT was part of a presentation by Gartner Research VP Donna Fitzgerald and UMT360's Chief Product and Marketing Officer Ben Chamberlain during which they discussed emerging PPM trends for 2014 including what PPM leaders should be prepared for, why companies are moving toward enterprise portfolio management and what this means for the PMO. View the presentation at http://www.bit.ly/1jdqqdp
[Process Day 2011] Architecting bpm through_a_center_of_excellenceEloGroup
Paul Tazbaz discusses Wells Fargo's efforts to establish a Center of Excellence (COE) for Business Process Management (BPM). He outlines how the COE was formed following an analysis that found siloed BPM efforts across multiple lines of business. The COE aims to drive cost reductions, share best practices, and establish BPM standards. It now has over 300 members across 45 lines of business. The COE shares case studies of successful BPM projects and provides guidance to other projects. It also develops a target state roadmap for BPM at Wells Fargo.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
Business Process Modelling PowerPoint Presentation SlidesSlideTeam
This PPT deck displays thirty four slides with in depth research. Our Business Process Modelling Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographics for an inclusive and comprehensive Business Process Modelling Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document provides an introduction to Business Process Management (BPM). It discusses key BPM concepts like the BPM lifecycle, process modeling, analysis, design, performance management, and transformation. The document also covers process modeling standards like BPMN and areas of BPM like process organization and enterprise process management. The goal is to define BPM and provide an overview of its main techniques and approaches.
This document discusses developing an Office of Strategic Management (OSM) to ensure ongoing success with the Balanced Scorecard approach. It outlines key attributes for leading an OSM, including being a strategist who owns the strategic process, a scorekeeper who manages how strategy is structured and implemented, and a gatekeeper and guide who focuses attention and provides direction. The document also discusses how focusing on successful customer outcomes can help align organizations and drive innovation when developing a balanced scorecard.
The document discusses 8 trends in business process management (BPM). It begins by outlining each trend, including: 1) Process design for agility, where processes need to be designed to enable quick changes; 2) Developments in BPM tooling; 3) Using Lean approaches to deliver lasting results; 4) Using BPM to align business and technology; 5) BPM's role in outsourcing IT development; 6) Using process monitoring to enable continuous improvement; 7) Addressing complex, unpredictable "human centric" processes; and 8) The relationship between BPM and training. The document argues that BPM can help organizations innovate, improve performance, and deliver value through managing business process lifec
BPM – Business Process Management - is a discipline that attracts a lot of interest. Probably even more nowadays, because of the economic turmoil... By placing business processes on centre stage, companies can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. An enterprise where BPM is really implemented as a management discipline can make agile course corrections, embeds continuous improvement methods and reduces cumulative costs across the value chain. BPM supports the pursuit of today’s strategic initiatives, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion.
BPM discovers what you do and then manages the lifecycle of improvement and optimisation, in a way that translates directly to daily operation.
In a collaboration of Capgemini Technology and Capgemini Consulting the publication “Trends in BPM” is a collection of state-of-the-art trends Capgemini’s experts see in the BPM discipline. It includes topics like Lean, Human Centric Processes, process design for agility and Business Activity Monitoring.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
Master Global Project ManagementTorrens University Aus.docxalfredacavx97
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Recap
What is BP, BPM, BPMS?
BPM Development…
BPM life cycle
Design & Analyse
Configuration
Enactment
Evaluation
Administration & Stakeholders
Module 2:
Drivers of BPM Projects and Opportunities
Why so much interests in BPM?
Be agile and fast to respond to market change;
Understand business processes better, and change them quickly;
Core business process contains BAU and Core business (product & service);
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built Frameworks
Content-centric Processing
Collaboration Between People
Process automation
Modeling and Simulation
Understand your business from operational level
Gain better business insights
Identify how to maximise business performance
Creative design business, more collaborative and innovative
IBM WebSphere Business Modeler
Design and simulate end-to-end business processes
Business Activity Monitoring (BAM)
Real time performance check, against planning metrics
Incorporate with BPM with KPIs
More insights of business improvement, and possible re-configuration
Rules and Pre-built Frameworks
Business level of policies determines business behaviours
Operational procedures specifies task completion and standards
Functional processes integrates needs of business context, customers, partners, and IT infrastructures.
Content-centric Processing
Content Intensive businesses focused on creation, innovation, product/service development
BPM enables test, review and approval throughout
ECM (Enterprise Content Management) integrates process, contents and compliance
Collaboration Between People
Standardised workflow means the movement of the people
Clearer roles and responsibilities within the system
Mutual understanding on work functions and changes
Not just work together, but work more effectively together
Process Automation
Powerful IT equipment and system supports process automation
Automation bridges BP expectation and BP reality
Accelerate process efficiency, eg quality management, resources allocation, cost behaviour
https://www.youtube.com/watch?v=HS8uEQ58yek
https://www.youtube.
This document discusses current trends in business process management (BPM). It covers trends in the BPM discipline, standards like BPMN and XPDL, and technologies. Key topics include the emergence of process-centric organizations, the structuring of BPM knowledge through certifications, the evolution of BPM software vendors and tools, and advanced techniques like process mining and simulation. The document also promotes the Business Process Incubator as a syndication platform and app store for BPM content and standards.
Clearly explain the value proposition and strategic value of Business Process Management to top management. Make a successful business case for BPM implementation to automate department and company wide processes.
Bpms, Putting Business In The Driver’S Seathanshantson
The document discusses business process management systems (BPMS) and how they enable agile and process-managed enterprises. It provides an overview of what BPMS is, the benefits it provides like increased efficiency and responsiveness, and how it allows businesses to adapt more quickly. The document also outlines key elements needed for a BPMS like a process engine and user directory, and tips for getting started with BPMS like taking a pragmatic approach, defining a dedicated team, and looking for quick win projects.
Process Efficiency World Tour Houston presentationBonitasoft
The document discusses a BPM conference in Houston where BonitaSoft is introducing their open source BPM platform Bonita Open Solution and highlighting customer case studies of how various organizations have used BPM to streamline processes, reduce costs, and increase efficiency, innovation, and customer service. BonitaSoft offers the Bonita Open Solution platform for free along with various paid subscription packs that provide additional features, support, and upgrades for collaborative development, advanced environments, and mission critical processes.
BPM provides value in three key ways:
1. For BPM consultants by focusing on business issues and value creation through technology, operations, and human capital expertise.
2. For customers by improving processes, productivity, time to market, costs, and customer relationships.
3. For managing BPM projects through assessing the current situation, defining requirements and goals, designing and implementing improvements, and continually monitoring and improving processes.
The document discusses Oracle's next generation business process management product. It outlines the need for BPM due to increased focus on processes and technology advances. Oracle's BPM solution offers integrated modeling, execution, and monitoring capabilities. It is based on standards like BPEL and optimized for SOA and Oracle applications. The demonstration will showcase process modeling, simulation, and the collaboration between business and IT users.
The document discusses SAP Enterprise Modeling Applications (ARIS) and how it can help with business process management strategies for SAP. It covers the business process management lifecycle from analysis and design to implementation and monitoring. Key points include how the tool can help design flexible processes, close the gap between business and IT, and accelerate implementation projects.
The document is a presentation about maturing business processes in SharePoint. It discusses the SharePoint maturity model and different levels of business process maturity. Level 100 involves basic document workflows while level 500 involves highly optimized cross-boundary processes adapted dynamically based on data and feedback. The presentation provides examples and case studies to illustrate the different maturity levels.
BPM Governance is what sets BPM apart from Process Improvement. Having a Centre of Excellence (CoE) focus on key elements of process governance provides for the sustained transformation of BPM. Elements of this presentation are extracted from the Industry Report "BPM - Insights and Practices for Sustained Transformation" (2008)
BPM enabled BPO: Foundations for long term successPietro Casella
On recent insights, Gartner reported the benefits of BPM technology for BPO organizations. On this article we bring forward practical BPM implementation guidelines that will ease your path through
maturity.
Business Process Management (BPM) has received increased attention recently, as many organizations view automation as a quick way to reduce costs. In fact, the principal benefits of BPM come from its improvement of process effectiveness, not through reduced headcount. To achieve these benefits, the organization must adopt a staged approach to BPM, proceeding through five steps:
•Identify key target processes for BPM implementation.
•Document processes using standard process notation.
•Refine by reshaping processes to improve effectiveness.
•Automate processes to increase effectiveness, consistency, and efficiency.
•Control processes by monitoring to avoid business issues.
While the stages remain the same from company to company, Info-Tech encourages organizations to choose from three implementation plans that reflect an increasing scale of investment. Use the tools that accompany the set to choose the plan that best matches your organizational and process characteristics.
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.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
Best Practices #5: Your first application is in production! Now what?Bonitasoft
Here you are! Your Bonita application is in production. Well done, you have successfully completed the development-to-production part of the application life cycle.
So what’s next? You might add a process to the application, improve what you have implemented, optimize your application further, or industrialize your application development and launch process.
So much more can be done. Do you know how?
video link: https://youtu.be/3vcBpsdRMP8
The document discusses business process maturity in SharePoint. It outlines a 5-level maturity model for business processes in SharePoint, from initial/loosely defined processes to optimized processes where users can adapt workflows on the fly. Case studies and examples are provided for each level to illustrate process maturity. Metrics on how maturity varies by years of use and number of users are also presented. The session aims to help participants benchmark their organization's process maturity.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
History SAP BPM Framework
1. SAP BPM framework :
Customer cases
Consolidation of the results of the
Dutch SAP focusgroup BPM
2. The 4 BPM business objectives
From business strategy to continuous business model management
Dynamic business strategies both in terms of new markets as well as changed sourcing and production locations, has increased
the need for real time business models to increase the speed to introduce new product and services.
The aim is to simplify the business model and to continuously update the business model indicators
Business
From keeping score to optimizing capital
How are the business units optimizing their activities and costs and
what are the synergies of a shared-service center ?
The aim is to simplify the cost structure and to optimize the capital employed
Process Organization
From ICT maintenance to business agility From business process models to business value management
The current application landscape is typically vast and Business process improvements in terms of quality, efficiency and compliance
complex, and new requirements from business owners are should lead to an exchange of best practices across the organization and aligning
hard to implement. the business process performance indicators.
The aim is to simplify the ICT landscape and reducing the The aim is to simplify E2E business processes and determine the business
ICT cost and effort of maintenance. value of each process step.
3. The BPM framework
to implement the 4 BPM objectives
CEO viewpoint
CIO viewpoint
BPM viewpoint
CFO viewpoint
3
4. The BPM framework described in the book:
Enterprise BPM roadmap assessments
http://www.lulu.com/shop/frank-
luyckx/enterprise-bpm-roadmap-
assessments/paperback/product-
20265487.html
5. World wide on-line BPM framework maturity check
World wide on-line BPM maturity check Segment based:
2500 BPM maturity evaluations (e.g. Healthcare)
across industry segments On-line
BPM Maturity check
Product based:
(e.g. PD SAP BPM )
BPM maturity check for segments
and application environments (e.g. SAP)
Blogs on results of the World wide on-line BPM BPM maturity framework
maturity check across industry segments evaluation by external analysts
6. BPM maturity check at several (SAP) companies
Segment based:
(e.g. Healthcare)
On-line
BPM Maturity check
Product based:
(e.g. PD SAP BPM )
I percieved this BPM check both positive and confronting in the sense that we got better insight in what BPM stage we are
It would be a good thing to repeat this regularly to check ourselves if we have made any progress improvement on BPM.
For the short term we were able to identify the most important actions to take and we are now busy implementing these
8. Business value of SAP BPM framework for companies
Strategy Design Implementation Controlling
Business Strategy Business Management Business Transformation Communications Management
Improve revenue Improve revenue Reduce operational costs Reduce operational costs
By company focus on profitable By market alignment of business By effective execution of business By alignment of business users and
Business business process information
market segments and strategy requirements and markt segments processes and planning
Management
1% 1% -5% -5%
BPM Program Management BPM Design BPM Configuration Management BPM Support Management
Reduce project costs Reduce project costs Reduce project costs Reduce BPM costs
Process By optimalisation of the company By efficient design and utilzation By efficient configuration and validation By efficient support of the business
project portfolio and standards of the processe and architecture of the processes processes and ICT tools
Management
-1% -15% -15% -5%
BPM Change Program BPM Organizational Design BPM Change management BPM Governance
Reduce HRM costs Reduce project costs Reduce project costs Reduce BPM costs
By alignment of HRM / resources By effcient design and utilization By efficient implementation of the By effcient management of the
Organisation planning and company resources of the organisation job profiles and authorizations organisation and the BPM standards
Management
-1% -50% -50% -1%
BPM Financial Management BPM Quality Management BPM Knowledge Management BPM Objectives Management
Reduce operational costs Reduce operational costs Reduce operational costs Reduce operational costs
By controlling the ROI of projects By optimalisation of the quality of the By improvement of the BPM By management of the process
Management and company costs (ABC) business processes competencies of the employees performance (KPI’s)
Control
-1% -1 % -20% -1 %