BPM

BPM Product Evaluation: 10 Things to Consider during Tool Evaluation

BPM is no longer a buzzword. Companies have realized that BPM has become a core discipline for business success. BPM has broadened its horizon from a traditional workflow routing engine way back in 2000, to additional capabilities of Customer Relationship Management, Enterprise Application Integration, Document Management, Business Rule Engine, etc., all of which are combined 

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Making Sense of Your Big Data with BPM: Turning Insights into Action

In a previous blog post, I discussed the benefits of the convergence between Business Process Management (BPM) and Master Data Management (MDM). The basic concept was to leverage BPM as the data governance mechanism to ensure data quality, consistency and unification within the enterprise. The point really was that it is hard to optimize your 

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What’s a Business Process without Master Data?

While the linkage between business process management (BPM) and master data management (MDM) initiatives has been explored for some time, it’s only now that we’re beginning to see companies truly think about these initiatives as fully integrated programs. For quite some time, I have been a strong advocate for the convergence of BPM and MDM 

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BPM Evolution in 2012: Getting Closer to the Right Context of Work

In my last blog, I wrote about how ‘Social’ was revolutionizing BPM, providing a gateway for enhanced process efficiency, and in some ways influencing the way we ‘manage’ our process. In certain areas, 2011 was the doorway to the new influences on BPM. The year saw significant advancements in the BPM space with Adaptive Case 

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Social BPM: Gateway to Enhanced Process Efficiency

With the world getting more ‘social’, individuals are transforming the way they go about their daily lives. Businesses have recognized the need to rethink their strategies and reevaluate their operating models and have commenced to align them with customer expectations and customers’ perception of value. From focusing only on optimization of supply chains, penetration of 

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5 Mistakes Payers Should Avoid While Implementing ICD-10

The deadline for ICD-10 implementation is fast approaching and healthcare Payers and Providers have less than two years to meet the requirements. Some healthcare organizations have yet to initiate their plans for the migration, some have progressed at a slow pace and very few have made substantial commitment to completion. Payers on track with the 

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BPM Program Implementation – An Important Checklist for Success

Since the emergence of Business Process Management (BPM), organisations adopting it  have had a wide variety of experiences – some successful and others less so. Some would argue that because BPM is so amorphous that any project is considered to be analogous to ‘boiling the ocean’ and therefore the outcomes may vary from exceptionally successful 

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Driving Value for Clients in the age of Enterprise 2.0

The last few years of the millennium have seen old business models giving way to new ones. Customer needs are transitioning from those of pure consumption-oriented to those of convenience-oriented with the coming of age of the digital native. Organizations big and small are being affected by the onslaught of myriad of factors including enlightened 

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When to join the BPM bandwagon: Things for an organization to consider before making a decision

Many organizations that have implemented an ERP package or are currently in the process of consolidating their silo functional applications sometimes fail to appreciate the nuances of having BPM technology. Many times it is just the fact that there are too many vendors selling the “magic bullet” to improve the organization’s process efficiencies, resulting in 

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Why Release Manager is critical for avoiding BPM Implementation Risks

Unlike implementing package enterprise software like SAP or bespoke implementation using any of the 3G development tools, BPM implementation needs special techniques that are quite different from the former approaches. However, this situation should not be construed as an implementation roadblock. It is just that ensuring proper process will result in smooth implementation while not 

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Next Generation Social Media: Aligning Business Processes to Social Intelligence – Part 2

In the first part of this series of post, we had discussed on how social media is rapidly gaining ground and extending its influence sphere. In continuation to the earlier post, this post will delve on the deepening influence of social media in an enterprise value chain, by aligning business process for social intelligence. Evolving 

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Next Generation Social Media: Aligning Business Processes to Social Intelligence – Part 1

The topic of social media is going through a major hype. There is so much buzz around social tools that everyone wants to be a part of this bandwagon. As enterprises try to catch up with the buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social 

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BPM in 2011: Focus on Business Process Optimization

2011 is going to be a year of stabilization and optimization for many organizations that initiated BPM projects in 2010. Organizations that started the BPM journey will start looking at deriving real-time benefits of core principles on which most BPM tools today reside. These core principles are business process design, automation, tracking and monitoring. Organizations 

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Process Patterns for Innovation – Enabling Innovation through a repeatable approach

Innovation is ingrained in all aspects of business and needs to be promoted, prompted and nurtured as a culture and a conscious activity. Most enterprises are facing the question of how do we bring a discipline around innovation and facilitate the process so that it does not remain as a branding or R&D activity. As 

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Process Excellence Initiatives V/s BPMS Implementations

Note: This blog post originally appeared at BPM-Shared Experiences and Learnings Big-bang process excellence initiatives are being undertaken in many large enterprises. Usually these are driven by Six Sigma leaders, Operations team or Strategy teams. The goal is mainly to establish a linkage in cross functional business processes and derive a value chain. These initiatives 

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