The document introduces Sequence Kinetics, an Intelligent Business Process Management Suite that goes beyond classic BPM suites. It incorporates capabilities like process optimizing analytics, dynamic process change, user experience tools, an app studio, case management and more using its unique HotChange technology. HotChange allows processes to be modified in the fastest way possible without halting processes. Sequence Kinetics enables more intelligent, agile and optimized business operations through features like runtime process analytics, dynamic task routing, real-time process and rule changes, and rich user experiences.
Webinar - The continuous improvement cycle of business processesAuraQuantic
Ā
The goal of this webinar is to offer a clear, up-to-date view of the five stages of a Process Life Cycle:
1. Modelling
2. Simulation
3. Execution
4. Monitoring
5. Optimization
Which naturally generate the culture of Continuous Improvement in any organization.
The course is based on the following topics:
Theory: covering all the concepts shown in the agenda.
Practical view using a Real Case, see the whole cycle: the creation of the Process Model, its actual execution, control of the executed process by continuous Monitoring and its systematic Optimization for Continuous Improvement.
Agenda
1. Creation of the process models.
2. Execution of day-to-day processes.
3. Monitoring (Observation, Control and Analysis of the Execution results).
4. Continuous Improvement.
5. Practical Example of the whole Cycle:
Building a process model diagram.
Creating the process Model.
Immediately executing the process without any programming.
Watching the Monitoring of the running process.
Modifying the running process for its Optimization.
The document provides an overview of IBM Business Process Manager v8.5. It discusses IBM's approach to business process management which combines model-driven automation, collaboration and sharing, and enterprise-wide visibility and governance. It summarizes the key capabilities of IBM BPM v8.5 including enhanced support for mobile, cloud, and social capabilities. The document also provides examples of how IBM BPM has helped organizations in various industries improve processes and outcomes.
The document provides information about IBM Business Process Management and Royal Cyber's expertise in this area. It discusses what BPM is and why it is important, as well as Royal Cyber's capabilities in areas like business monitoring, operational decision management, process automation and integrity, and process discovery and design using IBM BPM tools. The document also outlines Royal Cyber's BPM implementation plan, services offerings, support workflow, trainings, and success stories with clients.
G09.2012 magic quadrant intelligent business process management suitesSatya Harish
Ā
The document discusses Gartner's first Magic Quadrant report on intelligent business process management suites (iBPMS). It positions 13 vendors in this evolving market and advises organizations to consider iBPMS capabilities when planning business process management strategies. An iBPMS enhances a traditional BPMS with additional technologies like analytics, mobile support, and social media integration to enable intelligent business operations. The report defines iBPMS components and advises organizations on evaluating current BPMS vendors and requirements for the new intelligent business operations use case.
This presentation coves the basics of what bpm is, typical process challenges and bpm vs bpms. It is a good introduction to business process management for any audience.
BPM: is a comprehensive change management of business processes that results in continuous process improvement.
BPM Goal: efficient business process with visibility.
BPM System: manages People2People, System2System, and Person2System.
BPM Results: improve in financial, customer, and employee satisfaction.
Dr. Angel Diaz, VP of IBM BPM and Connectivity, discusses how IBM helps organizations achieve business agility through business process management. IBM BPM solutions help companies discover insights, maximize business interactions, and optimize productivity and resources. These solutions allow organizations to align business and IT, drive continuous process improvement, and interact and collaborate through role-based tools.
Webinar - The continuous improvement cycle of business processesAuraQuantic
Ā
The goal of this webinar is to offer a clear, up-to-date view of the five stages of a Process Life Cycle:
1. Modelling
2. Simulation
3. Execution
4. Monitoring
5. Optimization
Which naturally generate the culture of Continuous Improvement in any organization.
The course is based on the following topics:
Theory: covering all the concepts shown in the agenda.
Practical view using a Real Case, see the whole cycle: the creation of the Process Model, its actual execution, control of the executed process by continuous Monitoring and its systematic Optimization for Continuous Improvement.
Agenda
1. Creation of the process models.
2. Execution of day-to-day processes.
3. Monitoring (Observation, Control and Analysis of the Execution results).
4. Continuous Improvement.
5. Practical Example of the whole Cycle:
Building a process model diagram.
Creating the process Model.
Immediately executing the process without any programming.
Watching the Monitoring of the running process.
Modifying the running process for its Optimization.
The document provides an overview of IBM Business Process Manager v8.5. It discusses IBM's approach to business process management which combines model-driven automation, collaboration and sharing, and enterprise-wide visibility and governance. It summarizes the key capabilities of IBM BPM v8.5 including enhanced support for mobile, cloud, and social capabilities. The document also provides examples of how IBM BPM has helped organizations in various industries improve processes and outcomes.
The document provides information about IBM Business Process Management and Royal Cyber's expertise in this area. It discusses what BPM is and why it is important, as well as Royal Cyber's capabilities in areas like business monitoring, operational decision management, process automation and integrity, and process discovery and design using IBM BPM tools. The document also outlines Royal Cyber's BPM implementation plan, services offerings, support workflow, trainings, and success stories with clients.
G09.2012 magic quadrant intelligent business process management suitesSatya Harish
Ā
The document discusses Gartner's first Magic Quadrant report on intelligent business process management suites (iBPMS). It positions 13 vendors in this evolving market and advises organizations to consider iBPMS capabilities when planning business process management strategies. An iBPMS enhances a traditional BPMS with additional technologies like analytics, mobile support, and social media integration to enable intelligent business operations. The report defines iBPMS components and advises organizations on evaluating current BPMS vendors and requirements for the new intelligent business operations use case.
This presentation coves the basics of what bpm is, typical process challenges and bpm vs bpms. It is a good introduction to business process management for any audience.
BPM: is a comprehensive change management of business processes that results in continuous process improvement.
BPM Goal: efficient business process with visibility.
BPM System: manages People2People, System2System, and Person2System.
BPM Results: improve in financial, customer, and employee satisfaction.
Dr. Angel Diaz, VP of IBM BPM and Connectivity, discusses how IBM helps organizations achieve business agility through business process management. IBM BPM solutions help companies discover insights, maximize business interactions, and optimize productivity and resources. These solutions allow organizations to align business and IT, drive continuous process improvement, and interact and collaborate through role-based tools.
Impact 2013 2963 - IBM Business Process Manager Top PracticesBrian Petrini
Ā
This document provides an overview and best practices for modeling and implementing business processes using IBM Business Process Manager (BPM). It discusses practices such as keeping BPMN process models simple, using activities to represent significant business steps, leveraging ad-hoc and event-driven semantics, exposing only process-relevant data as process state, and dealing with large data objects. The document is intended to help users design effective process models and implementations.
- The document discusses a case study of a leading private bank in India automating over 60 of its processes using Newgen's business process management suite.
- Key challenges included high programming efforts required to make changes, high process downtimes, and manual intervention leading to slow turnaround times.
- Newgen implemented its BPM, document management, and scanning solutions to automate processes across different bank functions and geographies, reducing manual work and allowing easy change management with minimal downtime.
The document discusses best practices for business process management (BPM) design reviews. It recommends that reviews be ongoing and involve business stakeholders to ensure collaboration and alignment. The key guidelines covered include practicing agile BPM techniques like "playbacks" and iterative development. Playbacks involve developing the solution incrementally in stages. The document also discusses focus areas for design reviews, such as general solution design, process modeling, and user interface design. It provides examples of poor process modeling patterns to avoid and emphasizes the importance of process discovery and modularity.
This document discusses improving customer satisfaction and call resolution rates through a Landing Page and Case Management system. It proposes developing a Windows application using MVVM architecture with a SQL Server database. The Landing Page would provide agents a dashboard of customer information to simplify initial call handling. Case Management aims to streamline the case logging process. Implementing this system using technologies like Salesforce, Microsoft Dynamics CRM, and an agent desktop could reduce call volumes and improve first time resolution by enhancing agent efficiency. The system has potential to be expanded further with features like chatbots in the future.
PLM Fundamentals discusses key concepts related to product lifecycle management (PLM). It defines common terms like PDM, CPC, and PLM, explaining that while related, they have distinct meanings and represent different generations of software applications. PDM refers to product data management tools for capturing and maintaining product definitions. CPC enables collaboration between product value chain partners. PLM guides products throughout their entire lifecycle, supporting strategy, planning, and execution. The document also discusses how PLM supports knowledge management, configuration management, product structures, and the transfer of data from design to production.
The document describes an ERP system from WebeLeY Technologies. It includes slides on the company background, ERP features like employee management, attendance tracking, inventory management, and reporting. The ERP allows tracking employee details, managing leaves and attendance, payroll processing, and generating various reports. The implementation approach involves requirement analysis, design, testing, deployment, and maintenance.
BPM automation involves using a business process management system (BPMS) to optimize business processes. A BPMS manages activities to achieve strategic goals. It connects to existing systems through services. BPMS benefits include increased efficiency, productivity, and ability to respond to change through streamlined processes and real-time decisions. Future BPMS will be internet-based (iBPMS) and leverage additional elements such as analytics, mobile access, content management, and collaboration.
Intergen offers a Rapid Results for CRM implementation service using Microsoft Dynamics CRM that provides the core functionality of CRM quickly within 10 days at a fixed cost of $15,000 NZD to deliver immediate results and a platform for future growth, focusing on data migration, configuration, training and post-go live support within a predefined scope and process.
This document summarizes an IBM presentation about IBM BPM on Cloud. The presentation discusses how IBM BPM on Cloud allows users to quickly design, execute, monitor and optimize business processes in a cloud-based environment without needing to setup or manage their own servers. It provides benefits like quicker time to value, reduced IT dependency and costs, and the ability to scale easily. The presentation also demonstrates the IBM BPM on Cloud user interface and portal, shows available accelerators to help get started, and discusses popular use cases and pricing models for IBM BPM on Cloud.
This document discusses options for using IBM's Smarter Process in the cloud. It introduces IBM's Smarter Process software that can run directly on SoftLayer infrastructure. It also discusses the Smarter Process Patterns and IBM PureApp service on SoftLayer, which provides a hybrid cloud application platform. Additionally, it covers some of IBM's Smarter Process services available on IBM Bluemix, including the Workflow service and Rules service. The document provides examples and use cases of how these different options can be used.
IBM BPM Case Manager for knowledge workerssflynn073
Ā
IBM's document discusses knowledge work and case management. It begins by noting a shift towards customer-centric processes that require flexibility. It then introduces IBM BPM Case Management as a solution that provides a 360-degree view of a case and supports both structured and unstructured work. The rest of the document discusses key concepts of IBM BPM Case Management like case structure, views, and relationships, and provides examples of how it can blend different work styles and integrate with IBM FileNet content management.
Diagramming Change to Better Inform Business Process RenovationCognizant
Ā
To gain the full benefits of business process management, banks must apply a business process model and notation-driven approach that identifies organization-wide process re-engineering and change management issues before they undermine project success.
Impact 2011 2667 - Developing effective services for use in critical business...Brian Petrini
Ā
A Business Process Management (BPM) engine is an automated consumer of services. How is this type of consumer different from other consumers such as user interfaces? What additional characteristics does the service need to provide to be fit for use by an automated business process. This lecture builds on the very successful Impact 2008 lecture "Exposing Services People Want to Consume" and examines how the key characteristics of the service consumer affect the requirements of the service provider. This approach is based on of hundreds of implementation years and is taught internally in IBM to our consultants.
IBM Smarter Business 2012 - Headless BPMIBM Sverige
Ā
A major financial institution needed to improve its global pricing calculator. They saw the opportunity to implement a solution that included approval processes. They also wanted to be able to scale the solution up and include their extensive offshore centers across the globe. The project, with consultants from Ascendant Technology and implementing IBM Software, was instructive. During this session we will outline the important opportunities available should you want to scale up Business Process Management projects.
Talare: Todor Mollov, Ascendant Technology
Besƶk http://smarterbusiness.se fƶr mer information.
Today as we see, software has become an inseparable part of human life. Almost everything we can look around is managed, controlled by software.
The goal of software project management is to understand, plan, measure, and control the project such that it is delivered on time and on budget. This involves gathering requirements, managing risk, monitoring and controlling progress, and following a software development process.
En introduktion till IBM Business Process Management och Operational Decision Management.
FĆ„ mer insikt inom: BPM (http://www-03.ibm.com/software/products/sv/category/BPM-Software)
Simplifying Work Order Management in the Utility Market Capgemini
Ā
The document discusses a project between Stedin Meetbedrijf, a Dutch utility company responsible for gas and electricity meters, and Oracle to simplify work order management. Stedin was rolling out smart meters to 2 million customers by 2013 and needed to improve processes to handle the increased volume and types of work orders. The project implemented Oracle BPM to help structure work order processes, provide insights into process performance, and allow processes to be monitored and optimized on an ongoing basis. This provided benefits like better control over work, more efficient operations, and improved customer satisfaction for Stedin.
Process automation provides benefits across business processes by streamlining activities, ensuring consistency and compliance, and increasing efficiency. It allows organizations to rapidly convert business expertise into automated processes through graphical modeling and collaboration between business and IT. This enables faster ROI by facilitating interactive process design and quick definition, testing, and deployment of complete BPM solutions.
SoftSol's Business Process Management (BPM) solution enables automation of business processes with minimal programming. It allows users to design, develop, and deploy new or modified business processes. The solution includes a web-based process modeler for collaborative process design. An engine controls workflow processes. A monitoring dashboard provides execution status and performance indicators. Forms, simulators, and rules management are also included to streamline processes. The platform-independent and scalable solution facilitates business process automation, optimization, and continuous improvement.
The document discusses business agility and how organizations need to be able to quickly reconfigure resources in response to business needs and opportunities. It outlines the challenges companies face in constantly adapting to changes in the market and customer expectations. The problems discussed include the gap between strategic vision and operational execution, as well as challenges with legacy IT systems that hinder flexibility and adaptability. Business process management is presented as a way to help organizations achieve alignment between business goals and IT processes to gain a sustainable competitive advantage through increased agility.
Impact 2013 2963 - IBM Business Process Manager Top PracticesBrian Petrini
Ā
This document provides an overview and best practices for modeling and implementing business processes using IBM Business Process Manager (BPM). It discusses practices such as keeping BPMN process models simple, using activities to represent significant business steps, leveraging ad-hoc and event-driven semantics, exposing only process-relevant data as process state, and dealing with large data objects. The document is intended to help users design effective process models and implementations.
- The document discusses a case study of a leading private bank in India automating over 60 of its processes using Newgen's business process management suite.
- Key challenges included high programming efforts required to make changes, high process downtimes, and manual intervention leading to slow turnaround times.
- Newgen implemented its BPM, document management, and scanning solutions to automate processes across different bank functions and geographies, reducing manual work and allowing easy change management with minimal downtime.
The document discusses best practices for business process management (BPM) design reviews. It recommends that reviews be ongoing and involve business stakeholders to ensure collaboration and alignment. The key guidelines covered include practicing agile BPM techniques like "playbacks" and iterative development. Playbacks involve developing the solution incrementally in stages. The document also discusses focus areas for design reviews, such as general solution design, process modeling, and user interface design. It provides examples of poor process modeling patterns to avoid and emphasizes the importance of process discovery and modularity.
This document discusses improving customer satisfaction and call resolution rates through a Landing Page and Case Management system. It proposes developing a Windows application using MVVM architecture with a SQL Server database. The Landing Page would provide agents a dashboard of customer information to simplify initial call handling. Case Management aims to streamline the case logging process. Implementing this system using technologies like Salesforce, Microsoft Dynamics CRM, and an agent desktop could reduce call volumes and improve first time resolution by enhancing agent efficiency. The system has potential to be expanded further with features like chatbots in the future.
PLM Fundamentals discusses key concepts related to product lifecycle management (PLM). It defines common terms like PDM, CPC, and PLM, explaining that while related, they have distinct meanings and represent different generations of software applications. PDM refers to product data management tools for capturing and maintaining product definitions. CPC enables collaboration between product value chain partners. PLM guides products throughout their entire lifecycle, supporting strategy, planning, and execution. The document also discusses how PLM supports knowledge management, configuration management, product structures, and the transfer of data from design to production.
The document describes an ERP system from WebeLeY Technologies. It includes slides on the company background, ERP features like employee management, attendance tracking, inventory management, and reporting. The ERP allows tracking employee details, managing leaves and attendance, payroll processing, and generating various reports. The implementation approach involves requirement analysis, design, testing, deployment, and maintenance.
BPM automation involves using a business process management system (BPMS) to optimize business processes. A BPMS manages activities to achieve strategic goals. It connects to existing systems through services. BPMS benefits include increased efficiency, productivity, and ability to respond to change through streamlined processes and real-time decisions. Future BPMS will be internet-based (iBPMS) and leverage additional elements such as analytics, mobile access, content management, and collaboration.
Intergen offers a Rapid Results for CRM implementation service using Microsoft Dynamics CRM that provides the core functionality of CRM quickly within 10 days at a fixed cost of $15,000 NZD to deliver immediate results and a platform for future growth, focusing on data migration, configuration, training and post-go live support within a predefined scope and process.
This document summarizes an IBM presentation about IBM BPM on Cloud. The presentation discusses how IBM BPM on Cloud allows users to quickly design, execute, monitor and optimize business processes in a cloud-based environment without needing to setup or manage their own servers. It provides benefits like quicker time to value, reduced IT dependency and costs, and the ability to scale easily. The presentation also demonstrates the IBM BPM on Cloud user interface and portal, shows available accelerators to help get started, and discusses popular use cases and pricing models for IBM BPM on Cloud.
This document discusses options for using IBM's Smarter Process in the cloud. It introduces IBM's Smarter Process software that can run directly on SoftLayer infrastructure. It also discusses the Smarter Process Patterns and IBM PureApp service on SoftLayer, which provides a hybrid cloud application platform. Additionally, it covers some of IBM's Smarter Process services available on IBM Bluemix, including the Workflow service and Rules service. The document provides examples and use cases of how these different options can be used.
IBM BPM Case Manager for knowledge workerssflynn073
Ā
IBM's document discusses knowledge work and case management. It begins by noting a shift towards customer-centric processes that require flexibility. It then introduces IBM BPM Case Management as a solution that provides a 360-degree view of a case and supports both structured and unstructured work. The rest of the document discusses key concepts of IBM BPM Case Management like case structure, views, and relationships, and provides examples of how it can blend different work styles and integrate with IBM FileNet content management.
Diagramming Change to Better Inform Business Process RenovationCognizant
Ā
To gain the full benefits of business process management, banks must apply a business process model and notation-driven approach that identifies organization-wide process re-engineering and change management issues before they undermine project success.
Impact 2011 2667 - Developing effective services for use in critical business...Brian Petrini
Ā
A Business Process Management (BPM) engine is an automated consumer of services. How is this type of consumer different from other consumers such as user interfaces? What additional characteristics does the service need to provide to be fit for use by an automated business process. This lecture builds on the very successful Impact 2008 lecture "Exposing Services People Want to Consume" and examines how the key characteristics of the service consumer affect the requirements of the service provider. This approach is based on of hundreds of implementation years and is taught internally in IBM to our consultants.
IBM Smarter Business 2012 - Headless BPMIBM Sverige
Ā
A major financial institution needed to improve its global pricing calculator. They saw the opportunity to implement a solution that included approval processes. They also wanted to be able to scale the solution up and include their extensive offshore centers across the globe. The project, with consultants from Ascendant Technology and implementing IBM Software, was instructive. During this session we will outline the important opportunities available should you want to scale up Business Process Management projects.
Talare: Todor Mollov, Ascendant Technology
Besƶk http://smarterbusiness.se fƶr mer information.
Today as we see, software has become an inseparable part of human life. Almost everything we can look around is managed, controlled by software.
The goal of software project management is to understand, plan, measure, and control the project such that it is delivered on time and on budget. This involves gathering requirements, managing risk, monitoring and controlling progress, and following a software development process.
En introduktion till IBM Business Process Management och Operational Decision Management.
FĆ„ mer insikt inom: BPM (http://www-03.ibm.com/software/products/sv/category/BPM-Software)
Simplifying Work Order Management in the Utility Market Capgemini
Ā
The document discusses a project between Stedin Meetbedrijf, a Dutch utility company responsible for gas and electricity meters, and Oracle to simplify work order management. Stedin was rolling out smart meters to 2 million customers by 2013 and needed to improve processes to handle the increased volume and types of work orders. The project implemented Oracle BPM to help structure work order processes, provide insights into process performance, and allow processes to be monitored and optimized on an ongoing basis. This provided benefits like better control over work, more efficient operations, and improved customer satisfaction for Stedin.
Process automation provides benefits across business processes by streamlining activities, ensuring consistency and compliance, and increasing efficiency. It allows organizations to rapidly convert business expertise into automated processes through graphical modeling and collaboration between business and IT. This enables faster ROI by facilitating interactive process design and quick definition, testing, and deployment of complete BPM solutions.
SoftSol's Business Process Management (BPM) solution enables automation of business processes with minimal programming. It allows users to design, develop, and deploy new or modified business processes. The solution includes a web-based process modeler for collaborative process design. An engine controls workflow processes. A monitoring dashboard provides execution status and performance indicators. Forms, simulators, and rules management are also included to streamline processes. The platform-independent and scalable solution facilitates business process automation, optimization, and continuous improvement.
The document discusses business agility and how organizations need to be able to quickly reconfigure resources in response to business needs and opportunities. It outlines the challenges companies face in constantly adapting to changes in the market and customer expectations. The problems discussed include the gap between strategic vision and operational execution, as well as challenges with legacy IT systems that hinder flexibility and adaptability. Business process management is presented as a way to help organizations achieve alignment between business goals and IT processes to gain a sustainable competitive advantage through increased agility.
The document discusses how workflow/BPM can bridge the gap between business and IT by separating responsibilities. It describes how workflow allows business users to control process design through a graphical interface, defining tasks, roles, and flows without needing programming skills. This gives organizations business-level agility by making processes responsive to changing needs through rearranging existing "application slices" and integrating human tasks. Standards like BPMN and XPDL further allow processes to be reused and adapted across systems.
How Cognitive Computing Unlocks Business Process Managementās Performance-Enh...Cognizant
Ā
Extending process management to business logic offers enterprises increased flexibility, agility and adaptability in evolving and complex business ecosystems.
How Cognitive Computing Unlocks Business Process Managementās Performance-Enh...Cognizant
Ā
Extending process management to business logic offers enterprises increased flexibility, agility and adaptability in evolving and complex business ecosystems.
Business Process Management (BPM) adoption is increasing world-wide, because the technology provides immediate ROI and enables competitiveness by delivering organizational agility. In fact, a recent study from Gartner found that 78% of successful BPM projects delivered an internal rate of return greater than 15%, with some returns as high as 100% or 360%. This paper discusses how BPM enables organizational agility and delivers immediate ROI.
Skelta provides BPM solutions which integrate between system to system, system to human and Human Workflow Solutions for Business Users, Power Users, and Developers for providing BPM functionalities inside existing applications, making it an excellent candidate for OEMing applications that require BPM functionality. Skelta BPM.NETā¢ particularly integrates well with products based on Microsoft Technologies. Skelta is also utilized as a Business Application Platform to build horizontal solutions like such as Accounts Payable Solution, Document Management for Paperless Processes, Corporate Governance, and Human Resource Information System for various industries ranging from Aerospace and Defense, Automotive, Retail, Government, Healthcare, Finance and many more.
George Chast of IBM's Smarter Process Leadership Team presented on reinventing business operations for greater customer centricity and top-line growth using mobile, social and cloud technologies. IBM's approach focuses on enabling greater customer centricity in an age of new technologies while driving efficiency. Chast discussed how knowledge worker empowerment is vital for success and customer centricity. He outlined IBM's Smarter Process capabilities including operational decision management, business process management, and case management. Chast proposed identifying business challenges, starting with an initial project, and establishing a program to build a roadmap for process excellence.
BP Logix Whitepaper: Adding the Dimension of Time to BPMBP Logix
Ā
Time is a critical element of the planning, oversight, and improvement of business processes. However BPM solutions have traditionally focused on other aspects of the BPM challenge, such as quality and governance.
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
Oracle has launched Oracle BPM Suite 11g, which provides a unified platform for business process management. Key features include business-friendly BPMN 2.0 modeling, a web-based Process Composer for non-technical users, and social capabilities like Process Spaces for collaboration. It also offers comprehensive process analytics and is built on a scalable, enterprise-grade SOA platform. Oracle BPM Suite 11g aims to remove barriers to BPM adoption by providing ease of use, completeness, and unification across its capabilities.
Adeptia BPM Suite is a comprehensive business process management software that allows businesses to document, model, automate, monitor, and optimize complex business processes. It offers tools for business users to design processes and collaborate with IT to implement automated workflows. The software includes a powerful process engine, integration capabilities, and tools for reporting and process optimization.
Newgen's Intelligent Business Process Suite (iBPS) provides a platform for collaboratively designing, executing, and monitoring intelligent business processes. It features collaborative process modeling, support for mobility, social media integration, real-time analytics, complex event processing, and dynamic case management. The suite's analytics engine performs active, predictive, and on-demand analytics on business data and processes. iBPS allows enterprises to gain operational intelligence and responsiveness through continuous process improvements.
Chronos Workflow Platform (CWP) automates and streamlines business processes into a treacable, reportable web-based system. Processes can be created, modified, managed and automated without IT help/development resources. Self-service platform. http://www.chronossystems.com
Control-M - Guide to Selecting a Workflow Orchestration ProductIT Central Station
Ā
As companies seek digital transformation, they are asking IT to implement increasingly complex workflows that span multiple platforms, data sources and development methodologies. To handle these requirements, IT departments are turning to workflow
orchestration tools. Though not new, these tools have grown more sophisticated in recent years. Modern best practices and selection criteria are emerging. This paper explores how IT managers can leverage these practices and selection tips to get the best workflow orchestration results. It is based on reviews by IT Central Station
members, sharing their experience with Control-M, BMCās workflow orchestration product.
Read more Control-M by BMC reviews here:
https://www.itcentralstation.com/products/control-m-reviews
A Business Process-Centric Approach To Financial Transactionscorbanmiferreira
Ā
The document discusses challenges in the banking industry and proposes a business process-centric solution using HP's BizProc framework. It describes how the framework was implemented for a mid-sized Portuguese bank to streamline financial transactions and integrate other processes like credit applications. The framework takes a human-centric approach and allows for integration of various applications and channels through its modular architecture.
WebAssembler.NETĀ® Business Process Management SystemAlfaSoft_Moldova
Ā
AlfaSoft srl is the original maker of WebAssembler.NETĀ® Business Process Management System - a high-productivity, model-driven, low-code application platform solution allowing software developers and business analysts to quickly design, develop, and deploy web applications on premises, in a computing cloud, public or private.
Similar to The New Frontier For Business Agility Intelligent Bpm (20)
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.
The document summarizes an invitation-only boardroom discussion event for senior process and technology executives called the IBM Corporate Leaders' Boardroom. It will be held alongside PEX Week 2013 in Orlando, Florida and hosted by IBM. The boardroom format allows an informal discussion of key issues facing executives in aligning people, processes, and technology to drive revenue growth and customer-centric strategies. Discussion topics will include leveraging innovation for global growth, enabling customer-centricity, and using insights to drive sustainable competitive advantages. Attendees in 2012 included executives from Thomson Reuters, UnitedHealth Group, and The McGraw-Hill Companies.
IQPC provides B2B inbound marketing services through their portals and business conferences. This case study details how they helped two clients, i-nexus and Villanova University, generate hundreds of qualified leads. For i-nexus, IQPC developed a content marketing strategy around webinars and whitepapers on their software that generated over 1,000 leads over six weeks. For Villanova University, IQPC promoted a whitepaper on Lean and Six Sigma concepts that was downloaded over 700 times, in addition to banner ads generating over 1,100 clicks.
Process Excellence At Credit Agricole Corporate & Investment Bank Case StudyNat Evans
Ā
Credit Agricole Corporate & Investment Bank launched a Lean Six Sigma initiative to improve efficiency. They identified the Cash Payments process as an opportunity, as it was high volume with low revenues. They applied Lean Six Sigma tools to redesign the front-to-back process and organizational structure, reducing non-value-added activities. This resulted in over 10% productivity gains through realigning roles, reducing manual work, and improving client focus. Key success factors included cross-functional participation and validating solutions with operational staff.
This document is the table of contents for a book titled "Outside-In. The Secret of the 21st Leading Companies" by Steve Towers. The table of contents lists 13 chapters in the book, including chapters on business transformation, process management, successful customer outcomes, and transforming processes. The final chapter is titled "Lord Nelson and Successful Customer Outcomes (SCO)".
Paul Nelson discusses trends in Lean Six Sigma (LSS) implementation in the pharmaceutical industry. While LSS tools remain the same, focus has shifted from cost savings to supporting innovation and speed to market. LSS is being applied to new areas like mergers and acquisitions. Common failures occur when initiatives lack senior leadership, focus on tools over culture change, or fail to deliver quick results. Adoption of practices for process understanding from mature industries shows promise. Nelson cites Failure Modes and Effects Analysis as a simple but effective tool for managing risk when driven by senior leaders.
A scatter diagram shows the correlation between two variables through data points plotted on a graph. Strong correlations are indicated when data points appear clustered along an imaginary line. The scatter diagram document provides guidance on constructing and analyzing scatter diagrams to understand relationships between process variables and determine if suspected cause-effect relationships exist. Key steps include collecting paired data, plotting it on a graph with the potential cause on the x-axis and effect on the y-axis, and using a sign test table to determine if correlations are statistically significant. Stratifying data and considering alternative variable ranges may provide additional insights into correlations.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
A histogram is a tool that uses a bar chart to visualize the variation in a process. It shows the central value and dispersion of data on either side. The shape and size of dispersion can identify hidden sources of variation. Different histogram shapes provide insights - a symmetrical bell shape occurs most often, while skewed, multi-modal, plateau, or twin peak shapes indicate non-normal distributions and opportunities to reduce variation. Examining histograms is useful for process improvement in Lean Six Sigma.
Dot plots are a tool for visually representing variation in a process. They involve measuring a characteristic, recording the results, and plotting each data point as a dot along a scale. The shape that emerges can provide insights into the sources of variation. Common shapes include symmetrical, skewed, multi-modal, plateaued, and those with isolated peaks. Comparing dot plots over time can track process improvement.
Cause-and-effect diagrams, also known as fishbone diagrams or Ishikawa diagrams, are tools used to explore and display the potential causes of quality problems or other effects. They involve drawing a diagram with the effect at the head of the fish and primary causes as bones extending from the backbone. Secondary and tertiary causes are drawn as smaller bones extending from the primary causes. The diagrams help identify, define, and display the major factors influencing a process and their relationships to better understand problems and their possible solutions.
The affinity diagram is a management tool used to organize ideas and issues into groupings based on natural relationships. It involves generating ideas on individual cards, arranging the cards into groupings, and identifying a header card for each grouping that describes the central unifying theme. Affinity diagrams help make sense of complex problems by allowing patterns to emerge from large amounts of information. They are useful for planning, problem solving, and process improvement efforts.
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.
The document provides a template for a Project Action Team Charter that can be used to guide the creation of charters for process improvement teams. It includes sections for identifying the team and improvement opportunity, objectives, metrics, milestones, resources, boundaries, stakeholders, and a communication plan. The template is intended to clearly define the team's purpose and ensure agreement between the executive sponsor, team leader, and facilitator on what the team aims to accomplish.
The Path To Operational Excellence 5 Components Of SuccessNat Evans
Ā
The document discusses operational excellence and provides a definition and framework. It argues that operational excellence must be strategically focused on areas where an organization can outperform competitors to provide competitive advantage. It emphasizes that leadership must select a tight focus area and guide implementation, and that operational excellence initiatives should align with strategic goals to ensure support and sustainability. The framework identifies five drivers of operational competitive advantage: safety, asset productivity, human capabilities, process excellence, and supply chain management.
Empowering Front Line Managers By Professionalizing Operations ManagementNat Evans
Ā
Front-line managers are critical to organizational performance but often too busy with non-managerial tasks. Empowering them through a professional operations management approach like Active Operations Management (AOM) can improve performance by giving managers more control and reducing workload. AOM has helped various organizations increase productivity by at least 30% by focusing on methods, skills, and tools to transform management style from top-down to collaborative.
Leadership Essentials For Process ProfessionalsNat Evans
Ā
This document discusses essential leadership skills for leading process improvement initiatives. It contains an introduction and four articles on leadership topics. The introduction provides an overview of the compilation and its goal of sharing practical leadership advice from experienced practitioners. The first article discusses five essential leadership qualities: perspective, respect, humility, active listening, and avoiding a "superhero" complex. It argues that success depends on creating an environment where teams can flourish through collaboration. The other articles provide advice on questions leaders should ask before starting improvement, interview leadership skills, and habits of effective leaders. The compilation aims to bridge the gap between theoretical leadership concepts and practical application in process improvement.
Creating Winning Businesses DemingāS System Of Profound KnowledgeNat Evans
Ā
This document discusses Deming's system of profound knowledge and systems thinking. It begins by introducing Deming's work identifying common management practices that can destroy companies, such as incentives and pay-for-performance targets. It then discusses the importance of systems thinking and having a clear organizational aim. Examples of effective aims from well-known companies are provided. The document argues that committed individuals and a shared vision are needed to enact systems thinking. It also discusses forces that can destroy a system, such as extrinsic motivation and competition between groups. Finally, it advocates using flow diagrams rather than traditional organizational charts to help individuals understand how their work fits within and impacts the larger organizational system.
2. Sequence Kinetics iBPMS
Introducing Sequence Kinetics, an Intelligent BPM Suite
Businesses today are realizing that their processes must be more agile. No longer can fully
automated, linear processes answer the needs of optimisation, response to change and
organisational connectivity. The business world requires a more flexible, intelligent solution.
Gartner, a leading Analyst firm, finds that, āBusiness leaders ...need tools to help manage their
processes in a manner that enables them to assess and respond to changing conditions intelligently
and swiftly. The iBPMS ā a new generation of BPMS enhanced with machine and human intelligence
ā is an emerging BPM technology that will help meet this need.ā1
PNMsoftās Sequence Kinetics is an Intelligent Business Process Management Suite which
goes beyond the classic feature set of BPM suites and incorporates:
ļ· Process Optimising Analytics ļ· Process Operation and Tracking
ļ· Dynamic Process Change ļ· Communication with External Systems
ļ· User Experience ļ· Social Collaboration
ļ· App Studio ļ· Mobile Process Operation
ļ· Case Management ļ· iBPMS Cloud Services
ā¦using unique HotChangeTM technology.
These new capabilities enable businesses to manage their processes more intelligently,
continually improve their operations, and integrate multiple stakeholders and technologies.
This paper introduces you to these new areas of capability and demonstrates how you can
achieve intelligent business operations using Sequence Kinetics iBPMS.
1
Gartner. (2011) Selection Criteria Details for Intelligent Business Process Management Suites.
Intelligent BPM www.pnmsoft.com 2
3. Sequence Kinetics iBPMS
1. HotChange Technology
HotChangeā¢ is a technology which permeates all levels of Sequence Kinetics as a product.
HotChange means that organisations who have high frequency of change are given the
ability to modify, integrate and distribute their business processes in the fastest possible
manner, without having to halt these processes as they continue to run in production, while
maintaining control and application lifecycle management. HotChange architecture is an
inherent aspect of all of Sequence Kineticsā¢ features, modules and platforms.
HotChange enables Sequence Kinetics to achieve its intelligent BPM capabilities.
Benefits of HotChange
ļ· Reduce time to implement changes to processes.
ļ· Ability to keep processes running while making changes (no downtime).
ļ· Ability to integrate rapidly with existing and new systems.
ļ· Ability to provide processes interfaces on multiple platforms.
ļ· Ability to implement new requirements rapidly.
ļ· Maintain IT governance and control.
Intelligent BPM www.pnmsoft.com 3
4. Sequence Kinetics iBPMS
2. Process-Optimising Analytics
Sequence Kinetics iBPMS provides two types of process analytics, which lead to more
intelligent business operations and process optimisation:
Extra-Process Performance Analytics
These are analytics about the process, which enable stakeholders to track process
performance via runtime dashboards and display KPI such as average execution time, ratio
of open/close processes, process participant performance comparisons, and process status
levels. These analytics help processes designers and business analysts assess how successful
the process is and highlight areas that require improvement.
Intra-Process Analytics
Sequence Kinetics enables developers to create
real-time analytics which aggregate and calculate
intra-process data, and can be easily incorporated
into the process to enable the process to optimise
itself over the course of time. Intra-Process
Analytics are built into the Business Rule editor
enabling routing according to their results via a
simple GUI.
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5. Sequence Kinetics iBPMS
For example, a Procurement process which orders services from multiple vendors could
employ analytics on which vendor is supplying the service at the lowest cost, fasted turn-
around time, highest quality, or a weighted evaluation of all three factors. Based on the
evaluation, the process can send future requests to the highest performing vendor as it
continues to run. This type of intra-process learning is a form of artificial process intelligence
which sees the business
process teach itself how
to perform better over
time.
3. Dynamic Process Change
Sequence Kinetics processes are highly agile in that they can be modified dynamically in the
Production environment and even during runtime to meet ever-changing requirements,
enable quick optimisations, and respond to external factors immediately.
Workflow Definition Changes During Production
In the past, it was almost unheard of for a software solution to be modified on-the-fly in the
Production environment. PNMsoft realizes that making such changes is often critical for
businesses without the delays of re-deployment. Sequence Kineticsās 100% web
collaborative development environment enables changes to the workflow definition to be
made in real-time while the process is being operated by end-users, and these changes take
effect instantaneously. This means that process stakeholders can respond to changing
conditions and analytics on the spot, modifying any element of a process dynamically during
runtime.
Intelligent BPM www.pnmsoft.com 5
6. Sequence Kinetics iBPMS
Dynamic Task Routing, Advanced Queuing
Sequence Kinetics tasks can be routed dynamically during runtime. This means that end-
users can decide where to send each task according to real-time conditions and incoming
data. Developers can also make use of Sequence Kineticsās advanced queuing capabilities to
automatically route tasks to the optimal user using broadcast or load-balancing options.
Business Rule Management
Sequence Kinetics enables you to easily set up a Business Rule matrix which provides a
superior level of control over business rules during runtime. This enables managers and
stakeholders to optimise process behaviour according to changing business conditions in
real time.
Advanced Process Flow Calculation
Using Sequence Kineticsās Gateway Flow Activities and its Advanced Expression Wizard,
developers can build processes which are routed in multiple paths according to end-user
input, changing business rules, and analytic calculations during runtime. Decisions on flow
direction can be made by the process itself or by the end-user according to external
conditions and real-time information.
Intelligent BPM www.pnmsoft.com 6
7. Sequence Kinetics iBPMS
4. User Experience
Intelligent BPM means providing the end user with an interactive experience that goes
beyond just filling out forms. The ability to create feature-rich, user-sensitive forms within
UX Studio, a 100% web .NET and Ajax enabled development environment, sets Sequence
Kinetics apart from classic BPM suites. UX Studio also provides the capability for developers
to deploy their data model to multiple platforms (PC, mobile, etc.) at the click of a button.
Itās a write once, run everywhere environment.
5. App Studio
Sequence Kinetics provides a myriad of
tools for assembling advanced
processes in minutes, from drag and
drop of simple forms and tasks, all the
way to wizard-based definition of SAP,
Web Service, WCF, and CRM
connectors.
Sequenceās App studio is a 100% web
environment with source control
capabilities which enable teams to
collaborate on process design together
from anywhere in the world. It includes
features such as Swim Lanes,
Comments, and Advanced Debugging,
which turn process design into an intelligent venture.
Intelligent BPM www.pnmsoft.com 7
8. Sequence Kinetics iBPMS
6. Case Management
Sequence Kinetics can be rapidly implemented as a Case Management system, providing
intelligent knowledge workers with the ability to handle cases optimally. Sequence Kineticsās
provides such workers with dashboards which include the following Case Management
tools:
ļ· Case Data and Metadata
ļ· A set of Processes can be initiated on-the-fly for each case type
ļ· Process-related Messages (Email, Social collaboration)
ļ· Dashboards with Intra/Extra Process Analytics
ļ· Process-related Documents
Sequence Kineticsās SharePoint Flowtime interface includes customizable web parts and
content management building blocks which enable quick creation of Case Management
dashboards.
Joint Human-Machine Decision Making
Sequence Kinetics exposes intra and extra-process analytics to process participants,
enabling them to take part in decision-making. Processes can be designed so the decision is
made by the process itself or by an intelligent knowledge worker, who can best decide how
to handle complex scenarios. A third option is a machine-assisted decision where the
process recommends one path based on a decision algorithm or decision matrix.
Intelligent BPM www.pnmsoft.com 8
9. Sequence Kinetics iBPMS
7. Process Operation and Tracking
Sequence Kinetics extends Microsoft SharePoint with a built-in process operation
environment, Flowtime, which enables users to collaborate on processes in a familiar
interface. Flowtime includes advanced task management, delegation and monitoring
capabilities, and provides process participants with unique tracking views, which reveal
exactly where each process stands, helping isolate bottlenecks and optimise performance.
Intelligent BPM www.pnmsoft.com 9
10. Sequence Kinetics iBPMS
8. Communication with External Systems
Sequence Kinetics can rapidly and easily integrate with your existing ERP, CRM, Email/File
Systems, Mainframes, and Oracle DB. With its wizard-based connectors and flexible
architecture, Sequence Kinetics can integrate with virtually any system. This enables your
BPM solution to react to/trigger external events and it means that you can fully incorporate
your BPM solution into your enterpriseās operations.
Sequence Kinetics Integration Activities
Sequence Kineticsās wizard-based GUI enables you to define the following integration
activities:
ļ· SAP RFC Consumer
ļ· Web Service Consumer/Listener
ļ· SharePoint Listener
ļ· External Service Consumer/Listener
ļ· WCF Consumer
Once communication is established, you can use request/response objects as part of your
workflow in expressions and business rules.
External Systems Track Record
Sequence Kinetics integrates between the end-user interface and existing systems. It has an
impressive track record integrating with the following systems:
ļ· SAP ERP ļ· SharePoint
ļ· JD Edwards ERP ļ· Oracle
ļ· Microsoft Dynamics CRM ļ· BizTalk
Intelligent BPM www.pnmsoft.com 10
11. Sequence Kinetics iBPMS
9. Social Collaboration
Social BPM is a major element in next generation BPM software. Sequence Kinetics includes
the following practical Social BPM features which enhance process ROI and empower the
end-user to drive processes to successful completion:
ļ· Add comments to the Process Wall
ļ· Post process questions
ļ· Post answers to questions
Process Wall
These runtime options grant users quick communication within the process scope and
knowledge-sharing between the process participants. The Sequence Kinetics developer can
configure which social BPM features are available for each process from Sequence Kineticsās
Design interface.
Intelligent BPM www.pnmsoft.com 11
12. Sequence Kinetics iBPMS
10. Mobile Process Operation
PNMsoft understands that a majority of business users now also work on-the-go via mobile
devices. As such, Sequence Kinetics provides the ability to operate processes via mobile,
improving the user experience, reducing bottlenecks and leveraging emerging work
practises for process improvement. PNMsoft is proud to present the Process TO GO Mobile
feature set:
Mobile Portal
This service provides a mobile device-friendly portal that
provides the user with all of the end-user capabilities
provided by the Sequence Kinetics Flowtime. The portal
utilises the latest HTML5 standards to provide a cross-
platform solution. The portal can be configured by the
customer to meet specific requirements and is available
as an app or an online service.
1 ā Click
This service, provided with
Sequence Kinetics 6.4 and
higher, enables users to
complete process tasks at the
click of a link from their mobile
phone or PC.
Mobile MI
This service exposes the Sequence Kinetics MI, including rich visual
dashboards and reports, to all mobile devices.
Mobile reports enable managers on-the-go to monitor process
performance and make quick decisions on how to manage their
team and its projects.
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13. Sequence Kinetics iBPMS
11. iBPMS Cloud Services
Sequence Kinetics Cloudworks is a full iBPMS delivering enterprise capabilities. This provides
modelling, execution, monitoring and simulation capabilities delivered in a cloud
environment.
To begin process development with Cloudworks, customers create an account at PNMsoftās
Cloud web portal, login and begin designing their BPM workflows. Once workflows are
published, end-users can operate them via the Flowtime interface. Managers can access KPI
dashboards via this interface.
PNMsoft customers can choose to subscribe to sets of services to meet specific
requirements. The services are grouped into six sets.
ļ· Mobile ļ· Data Sharing
ļ· Extranet ļ· SharePoint
ļ· For All ļ· Unified Communications
SEQUENCE
FRAMEWORKS
IN THE CLOUD
SEQUENCE SEQUENCE TO GO SEQUENCE TO GO
IN THE CLOUD SharePoint For All
SEQUENCE TO GO
Data Sharing
SEQUENCE TO GO
Unified Comms
SEQUENCE TO GO
PNMsoftās Cloud Services
SEQUENCE TO GO
Extranet SEQUENCE TO GO
Mobile
SEQUENCE TO GO
Subscribe
SEQUENCE
ON PREMISE
SEQUENCE
Third Party Network ON PREMISE
Corporate Network
Azure Cloud Platform
PNMsoft has selected Microsoftās Cloud Platform,
Windows Azure, as the platform of choice for all cloud
and mobile offerings. Windows Azure provides a secure
and robust hosting environment for Sequence Kinetics, and enables clients to build and
operate their Sequence Kinetics cloud-based solutions. As part of the Azure platform,
Sequence Kinetics Cloud solutions are integrated with Microsoft Office 365 and
SharePoint Online.
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