Business Process Management Position BPM in organization. Marek Zborowski PhD.
|
|
- Oliver Blair
- 6 years ago
- Views:
Transcription
1 Business Process Management Position BPM in organization Marek Zborowski PhD.
2 Content Where to position BPM in your organization Five elements realated to BPM: Business Strategy, Business Architecture, Business Process Management, Lean management, Six Sigma. OMG and BPMN XML standard Incorrect location of BPM in organisation Correct location of BPM in organisation 2
3 Where to position BPM in your organization BPM initiative will be doomed if not situated in the right area, and with the right stakeholders. It is essential to develop a BPM center of excellence. It s important where to position it first. According to globalisation, and within business circles, BPM is considered a change management function. BPM is used by organizations to change existing work practices with the ultimate goal to promote business growth. 3
4 Where to position BPM in your organization BPM facilitates this by allowing managers to conduct a deep dive into their existing processes and look for opportunities for improvement. Process analysts usually have significant experience in identifying poorly performing processes as well as expertise in running projects that help managers migrate their business from their existing state to the optimized version. 4
5 Where to position BPM in your organization BPM must be placed in an area of the organization where its processes can be managed and governed from the top down. Likewise, BPM is a business discipline because it solely focuses on how the business manages its day-to-day processes. 5
6 Where to position BPM in your organization It s also important to note that BPM teams (BPM center of excellence) are not effective unless they collaborate with other teams that also have a change management focus. This is because BPM practitioners need to be familiar with the plans of an organization before they can help to change it. For example, if an organization decides to expand its services into a new geographic market, it s important that this plan is conveyed to the BPM team so they take this into consideration before making changes to business processes. 6
7 Where to position BPM in your organization Five elements realated to BPM: Business Strategy, Business Architecture, Business Process Management, Lean management, Six Sigma. 7
8 Business Strategy This is the team that s responsible for helping the CEO determine where the organization is headed long term. People that work in these teams usually come from management consulting backgrounds and have the expertise to assess how to engage competitors, identify growth areas, and predict changes to the economy. Typically, the CEO or board will direct the business strategy team to investigate the best way the organization can carry out long-term planning (strategy). For example, the CEO may decide that the organization should buy out a competitor that holds assets that can be leveraged by the existing business. Or, the board may assess that, due to a downturn in the economy, it s important for the organization to diversify its product offering instead of focusing on one core business. The key here is that the business strategy team looks long term (usually five years out or more) and articulates their plans through blueprints or road maps that are then disseminated to the rest of the organization on behalf of the CEO. 8
9 Business Architecture Once the business strategy team develops the long term plans of the organization, it s then up to the business architecture team to work out what the organization should look like so that it can achieve those plans. For example, if an organization decides to send its operations offshore, then it s the business architects that determine the optimum organizational structure needed for those teams to run efficiently. In this instance, the business architecture team will look at staffing numbers, IT capabilities, senior management responsibilities, governance, compliance and, of course, team roles and responsibilities. 9
10 Business Process Management It s important that the business architecture team and the BPM team are physically located together because once the business architects have developed their plans (known in the industry as views ), then it s up to the process analysts to develop process models that show how the business will run day to day. The BPM team will do this by developing process models that illustrate endto-end processes that start with the customer and end with the customer. For example, the business architect may develop a view that represents the sale of toys to customers. The process analyst will then take this view and model each step it takes to receive the order, process it, and then ship the toy to the customer. While doing this, it s also up to the process analyst to determine the most efficient and cost effective way of completing the process so that products and services are turned around in minimum time and at a low cost to the organization. 10
11 Lean and Six Sigma In a perfect world, an organization will have all parts of its business running smoothly and efficiently. Obviously this is rarely the case which is why organizations employ specialists that continuously improve operations regardless of changes to the economic environment, competitor behavior, or integration of new IT platforms. In the change management hierarchy, the Lean and Six Sigma practitioners need to work closely with the BPM team because they are responsible for analyzing those models developed by the process analysts. 11
12 Lean management In a manufacturing or service organization, the Lean practitioners will usually be responsible for optimizing visual management processes. Imagine you work on a floor with eighty staff members, and there are only two printers located on the other side of the floor. In order for you to print out a document, you need to walk across the room, take your document off the printer, and return to your desk. The Lean team will assess the time taken to complete that task, and, if necessary, move that printer closer to you and your colleagues to minimize the wasted time spent walking across the room. This ekample may seem trivial to many people who work in low tempo environments, but it s highly applicable to teams that work in call centers, processing hubs, or anywhere where speed and time is critical to the work. Therefore, the Lean team needs the process models to identify where visual obstacles occur and determine opportunities for improvement. 12
13 Six Sigma Six Sigma practitioners also need process models to measure the cost and time involved in completing a process from end to end (one that starts with the customer and ends with the customer). Six Sigma practitioners will usually take a process model and add in the time and cost associated with completing a single process in an end-to-end model. They are then able to use statistical analysis to determine cycle times as well as chokepoints that slow down a process from running at optimum efficiency. their teams in IT for reasons that stem back to the origin of BPM in the late 1980s and early 1990s. 13
14 OMG and BPMN In the late 1980s, a number of IT firms collaborated to form an international consortium known as the Object Management Group (OMG). Essentially, this group became responsible for developing the international standard for process modeling that became known as Business Process Model and Notation (BPMN). The reason why it was so important to have a standard was because, up until this time, organizations were using a variety of colorful methods to develop their models. This meant software vendors had a hard time selling their wares to clients and there was no common language across the community for visually describing an end-to-end process. 14
15 XML Soon enough, many software vendors incorporated BPMN into their modeling tools, but they also needed to apply an underlying code called Extensible Markup Language (XML) that helped organizations integrate these BPM tools with their existing technology for automation purposes. Because of its complexity, XML was only understood by software engineers and very few other people. The use of XML facilitates access to business models via web browsers. 15
16 Incorrect location of BPM in organisation Because IT firms developed BPM tools, they naturally became responsible for evolving the BPM industry. However, when these IT firms started selling their software to clients, they sold it as though it was an IT solution and not a business solution. IT sales people also tended to use a lot of complex IT jargon which confused senior business executives. This led to an organization s IT division being responsible for BPM. Also, BPM was a relatively new concept in the early 1990s. Many senior executives didn t understand the benefits of the discipline, and BPM became largely confused with Lean and Six Sigma mainly due to their much publicized, and successful, adoption by General Electric and Motorola during the 1980s. BPM is a business-led initiative, not IT. 16
17 Correct location of BPM in organisation Therefore, in terms of where a BPM team (BPM center of excellence) should be located, the consensus is that it should be placed in direct line to the Chief Operations Officer (COO). 17
18 Correct location of BPM in organisation BPM should ideally sit under the COO, because he or she is usually responsible for running the core businesses of the organization. COOs are typically responsible for sales, services, manufacturing, warehousing and distribution, and most activities where the organization faces the client (for example, call centers). As a result, it s imperative that BPM sits as closely to the business as possible in order to observe, model and optimize its processes. By placing BPM in the line of the COO, the team will also have a chief sponsor as well as feel as though they re a part of running the business. Experience shows that staff from external divisions (such as IT) tends to be treated as outsiders and are afforded less priority when sent requests for work or to attend meetings. 18
Business Process Management Overview of BPM. Marek Zborowski PhD.
Business Process Management Overview of BPM Marek Zborowski PhD. BUSINESS PROCESS MANAGEMENT We will learn in this area: The benefits of BPM Critical success factors for implementing BPM Pitfalls to avoid
More informationCopyright 2012 Theodore Panagacos All rights reserved. ISBN-10: ISBN-13: ebook ISBN: Cover design by
2 Copyright 2012 Theodore Panagacos All rights reserved. ISBN-10: 1477486135 ISBN-13: 978-1477486139 ebook ISBN: 978-1-62346-850-7 Cover design by Vanessa No Heart. Visit her amazing portfolio at: www.vanessanoheart.net
More informationType Course Title Sample Content core Introduction to BPM To overview the BOK material,
BPM Model Curriculum According to the ABPMP International's Guide to The Business Process Management Common Body Of Knowledge, "Business Process Management (BPM) is a disciplined approach to identify,
More informationBPM in 2011 Paul Harmon Executive Editor BPTrends
BPM in 2011 Paul Harmon Executive Editor BPTrends www.bptrends.com In this Advisor, we want to briefly consider what happened in 2010 and then shift and look forward and see if we can anticipate what might
More informationBusiness Process Management Introduction. Marek Zborowski PhD.
Business Process Management Introduction Marek Zborowski PhD. BUSINESS PROCESS MANAGEMENT We will learn in this area: What is Business Process Management (BPM) Why BPM is required How the discipline of
More informationIN COMPLEX PROCESS APPLICATION DEVELOPMENT
BUSINESS-IT ALIGNMENT IN COMPLEX PROCESS APPLICATION DEVELOPMENT TABLE OF CONTENTS 1 Introduction 2 Model-driven development in BPMS: myth and reality 3 From disparate to aligned models 4 Model traceability
More informationPART 1: INTRODUCTION. Purpose of the BIZBOK Guide. What is Business Architecture?
PART 1: INTRODUCTION Purpose of the BIZBOK Guide A Guide to the Business Architecture Body of Knowledge (the BIZBOK Guide) provides a practical guide for business architecture practitioners and individuals
More informationRetail s Complexity: The Information Technology Solution
A P P L I C A T I O N S A WHITE PAPER SERIES COMPLEXITY OF PRODUCTS, SCALE AND PROCESSES, ALONG WITH SUPPLY CHAIN CHALLENGES, PLACE EVER GREATER DEMANDS ON RETAILERS. IT SYSTEMS ARE AT THE HEART OF RETAIL
More informationGlobal Transfer Agency Solutions for the Asset Management Industry
Global Transfer Agency Solutions for the Asset Management Industry Riva TA Advantage Truly global system deploys to multiple jurisdictions including all cross border and offshore jurisdictions, incorporating
More informationJOB DESCRIPTION. Role title: Senior Solution Designer (NSA) Version No: 1.0
JOB DESCRIPTION Role title: Senior Solution Designer (NSA) Version : 1.0 Reports to: Head of Network Solution Architecture Function: CTO GGS: GGS 13 Location: UK Department profile: This role within Network
More informationMore Than a Vision: SAP s Perfect Plant in the Chemical Industry
ARC BRIEF By Greg Gorbach November 2008 More Than a Vision: SAP s Perfect Plant in the Chemical Industry ARC has recently had the opportunity to investigate SAP s Perfect Plant initiative for the chemical
More informationBUSINESS ARCHITECTURE METAMODEL UPDATE
BUSINESS ARCHITECTURE METAMODEL UPDATE 2017 Summit Update Jeff Wallk - jeffrey.wallk@enablingvalue.com www.businessarchitectureguild.org OVERVIEW Guild background and team structure Business architecture
More informationQUEENSLAND URBAN UTILITIES Position Description
QUEENSLAND URBAN UTILITIES Position Description ROLE TITLE: DIVISION: BRANCH: LOCATION: ROLE CLASSIFICATION: MANAGER: Manager Analytics Enablement Planning and Digital & Analytics Enablement Information
More informationVolume 8, Number 12 June 29, 2010
Email Advisor Volume 8, Number 12 June 29, 2010 June Sponsor BPM and Business Analysts When writing articles for BPTrends, I often use the vague phrase business process practitioners. I do it because there
More informationSeven Key Success Factors for Identity Governance
WHITE PAPER Seven Key Success s for Identity Governance Insights and Advice from Real-World Implementations You have been given a high-profile mission: address urgent audit and compliance requirements
More informationAligned Strategy & Execution (ASE) Michael Cairns Managing Director Digital Prism Advisors
1 Aligned Strategy & Execution (ASE) Michael Cairns Managing Director Digital Prism Advisors This document and the information in it are provided in confidence, for the sole purpose of exploring business
More informationPART 1: INTRODUCTION. Purpose of the BIZBOK Guide. What is Business Architecture?
PART 1: INTRODUCTION Purpose of the BIZBOK Guide A Guide to the Business Architecture Body of Knowledge (BIZBOK Guide) provides an industry standard framework for business architecture practitioners and
More informationBPMI.org Phase 2.0. Insight, Innovation, Interoperability. BPMI.org Board of Directors June 9, Copyright 2004 BPMI.org
BPMI.org Phase 2 Insight, Innovation, Interoperability BPMI.org Board of Directors Why BPM? Source: Driver for BPM: 11 Money-Relevant Reasons to Start Jim Sinur, Gartner Headlines from Philip Lee, BPMI.org
More informationArchitecture for the Information Age
Architecture for the Information Age Introduction How are architecture practices changed by digitalization and the Information Age? If you can imagine the scale and complexity of the information your organization
More informationManage the common integration platforms that connect internal and external services and customers;
DRAFT ROLE PROFILE Development & Delivery Lead Directorate Development, Test & Operations Location Southend Reports to Head of Messaging Grade 7 HMRC Last year Her Majesty s Revenue & Customs (HMRC) collected
More informationCamunda BPM at Sparta Systems
Camunda BPM at Sparta Systems Embedding Camunda in a software product Customizing the modeler Letting business analysts create and deploy workflows »We wanted to offer an out-of-the-box capability that
More informationAn introduction. Denis Gagné, CEO & CTO. Where strategies come to life!
Denis Gagné, CEO & CTO An introduction Where strategies come to life! Chair BPMN MIWG at OMG BPMN 2.1 Member at OMG CMMN 1.1 Member at OMG DMN 1.1 Member at OMG Chair BPSWG at WfMC XPDL Co-Editor at WfMC
More informationData maturity model for digital advertising
Data maturity model for digital advertising Prepared for: Introduction why develop a data maturity model? The past decade has seen companies in media, advertising, marketing and commerce rapidly transition
More informationCenter for Effective Organizations
Center for Effective Organizations STRATEGIC HUMAN RESOURCES MANAGEMENT: AN IDEA WHOSE TIME HAS COME CEO PUBLICATION G 95-1 (277) EDWARD LAWLER III University of Southern California January, 1995 C e n
More informationArchitecting IT is Different Than Architecting the Business
Architecting IT is Different Than Architecting the Business Presented by Tim Westbrock Managing Director, EAdirections The Open Group Architecture Practitioners Conference February 2, 2010 twestbrock@eadirections.com
More informationCreating a Lean Business System Prof. Peter Hines. Creating a Lean Business System Professor Peter Hines
Creating a Lean Business System Professor Peter Hines Creating a Lean Business System This white paper provides an overview of The Lean Business Model, how it was developed, and how it can be used by enterprises
More informationFinding a safe harbor within the IT storm
Finding a safe harbor within the IT storm Managing the delivery of IT services is a turbulent process. The unified capabilities of Dell and BMC Software can help you find a safe harbor within the IT storm.
More informationReporting for Advancement
Strategies for Supporting Advancement and Development Reporting for Advancement The Changing Economics of Business Intelligence The changing economics of business intelligence make this technology feasible
More informationEMBRACING TECHNOLOGY Q&A WITH MARK SINANIAN
SPEAKEASY EMBRACING TECHNOLOGY Q&A WITH MARK SINANIAN SENIOR DIRECTOR, SOLUTIONS MARKETING CANON SOLUTIONS AMERICA By Patricia Ames During a recent interview Mark Sinanian, senior director of marketing
More informationWebSphere Lombardi Edition (Teamworks) Overview IBM Corporation
WebSphere Lombardi Edition (Teamworks) Overview Corporation Instead of Manual, Ad-hoc Processing 3 Invoice! Reconciliation! Teams! Account! Teams! 6 Executive! Management! 1. Informal Tasks and Communication
More informationMicrosoft REJ Framework: Step by Step
Microsoft REJ Framework: Step by Step Quantifying the Business Value of Information Technology (IT) Investments Abstract IT managers today face challenges of delivering products to markets faster, making
More informationMeltem Özturan
Meltem Özturan www.mis.boun.edu.tr/ozturan/samd 2 1 Information Systems (IS) Development Environment Systems Information Systems Information Systems Development 3 (Systems) A system is a collection of
More informationEnterprise Architecture: A Governance Framework
Enterprise Architecture: A Governance Framework Part I: Embedding Architecture into the Organization Sohel Aziz, Thomas Obitz, Reva Modi and Santonu Sarkar Introduction Enterprise Architecture, the holistic
More informationSourcing Optimization Series
Sourcing Optimization Series Part I - Contractor Consolidation Deepak Deb, Virat Bhartiya The boom years following the 2000 2001 economic slowdown witnessed significant growth in the use of third-party
More informationWhite Paper The Digital CRO
White Paper The Digital CRO Gerold Grasshoff, Thomas Pfuhler, Volker Vonhoff, and Stefan Bochtler December 2018 1 M icrosoft founder Bill Gates once said, We always overestimate the change that will occur
More informationConsumerizing Service Delivery: Breaking Down Organizational Silos to Deliver Services to a Global, Mobile Workforce
Consumerizing Service Delivery: Breaking Down Organizational Silos to Deliver Services to a Global, Mobile Workforce KAREN ODEGAARD SENIOR MANAGER, Cloud Advisory ACCENTURE S SERVICE LANDSCAPE ACCENTURE
More informationProcess 101 Topics (Today s Agenda)
Process 101 Topics (Today s Agenda) Process Mapping Overview, Definitions Value Proposition Potential Benefits of Process Mapping Why and When to capture Process? Notation Symbols and Event Flow Process
More informationPremier Oil pumps in order with Nintex
Premier Oil pumps in order with Nintex Premier Oil increases efficiency and safety compliance with the Nintex Platform. Organization Business situation Solution Benefits Premier Oil Website www.premier-oil.com
More informationSharePoint-based LMS Total Cost of Ownership
SharePoint-based LMS Total Cost of Ownership An LMS-SharePoint combination offers low SaaS costs with crucial security, compliance, and administration benefits you demand from SharePoint The deeper you
More informationJeff Scott, Senior Analyst 'Business Architecture' at FORRESTER
Jeff Scott, Senior Analyst 'Business Architecture' at FORRESTER interviewer Daan Rijsenbrij on behalf of Via Nova Architectura The Business Architect reinvented Jeff Scott is one of Forrester s leading
More informationDemand Management: Customize Products through the Use of Product Completion Centers
Customize Products through the Use of Product Completion Centers August 2013 Sponsored by: Conducted by: On behalf of: Manufacturers and shippers are facing increasing difficulty in their ability to bring
More informationOverview and Frequently Asked Questions
Overview and Frequently Asked Questions Overview Oracle Buys Demantra: Setting the New Standard in Today s Demand-Driven Planning Solutions On June 1, 2006, Oracle announced our agreement to buy Demantra,
More informationReviewed by Paul Harmon
Reviewed by Paul Harmon Cedric G. Tyler is the President and Steve Baker is the CEO of, a company founded to sell the extended Business Management Language or xbml, a business process methodology invented
More informationExecutive Summary... 1 A Look at the Problem... 1 Using Conative Software Engineering to Improve IT Systems Performance... 2 What is Conative
Executive Summary... 1 A Look at the Problem... 1 Using Conative Software Engineering to Improve IT Systems Performance... 2 What is Conative Design?... 2 Designing High-Performance IT Systems with the
More informationPodcast: Transformative BPO. Rich Bailey Vice President of Communications and Business Process Outsourcing Xerox Global Services July 2009
Podcast: Transformative BPO Rich Bailey Vice President of Communications and Business Process Outsourcing Xerox Global Services July 2009 Every organization today is searching for ways to reduce costs
More informationDEVELOPING A BANK S SCORECARD
DEVELOPING A BANK S SCORECARD BY V. RAMKUMAR, IBS RESEARCH THOUGHT LEADER NEW YORK CHICAGO LONDON DUBAI MUMBAI WWW.IBSINTELLIGENCE.COM WHILE BANK PERFORMANCES TEND TO GET TYPICALLY MEASURED BY THE GROWTH
More informationwith Electronic Data Interchange (EDI)
SIMPLIFY YOUR SHOP FLOOR with Electronic Data Interchange (EDI) BY LANGLEY MELENDRES GLOBAL SHOP SOLUTIONS SENIOR CONSULTANT We simplify your manufacturing. TODAY S GLOBAL MANUFACTURING MARKETS DEMAND
More informationHow Business Analysis Can Improve Sales and Marketing Outcomes
How Business Analysis Can Improve Sales and Marketing Outcomes In today s environment, the strategic focus for most organizations is revenue growth. Almost all executives are searching for ways to drive
More informationBusiness Process Modeling for Supply Chain Transformation
Business Process Modeling for Supply Chain Transformation Neha Jain, CPIM Janice Gullo, CFPIM, CSCP Neha Jain Neha Jain is a Business Process Consultant in DuPont. Her responsibilities include process
More informationdeveloper.* The Independent Magazine for Software Professionals Automating Software Development Processes by Tim Kitchens
developer.* The Independent Magazine for Software Professionals Automating Software Development Processes by Tim Kitchens Automating repetitive procedures can provide real value to software development
More informationTDT Model-driven Development of Information Systems, Autumn Service-oriented architecture (SOA)
TDT4250 - Model-driven Development of Information Systems, Autumn 2008 Service-oriented architecture (SOA) 1 SOA definition Service-oriented architecture (SOA) A set of components which can be invoked,
More informationThe Hub Designs MDM Think Tank
Software AG webmethods OneData MDM 9.8 and 9.9, by Julie Hunt The Hub Designs MDM Think Tank met up with Charlie Greenberg and Przemek Kulik from Software AG for a lively session exploring what s new in
More informationRFID Data Center Deployment
1 RFID Data Center Deployment 2 Agenda Proven Approach Role of the Client Planning a Project Business Processes, Uses Cases, Equipment Flow Solution Design Asset Tagging Physical Site Assessment / Installation
More informationReading Strategies and Second Edition Changes
Reading Strategies and Second Edition Changes This book has been designed so that each chapter stands alone and covers all of the concepts of each relevant method or technology. It has been written as
More informationYour unique family, our unique approach.
Your unique family, our unique approach. Because KPMG knows every family is different, we provide bespoke advice to establish and operate your family office and grow and preserve your legacy. KPMG Enterprise
More informationHouse of Fraser Aims to Halve Cost of Managing Electronic Supplier Collaboration
Microsoft BizTalk Server 2004 Customer Solution Case Study House of Fraser Aims to Halve Cost of Managing Electronic Supplier Collaboration Overview Country: United Kingdom Industry: Retail Customer Profile
More informationBusiness-Driven, IT Architecture Transformation
Business-Driven, IT Transformation 1 William Ulrich President, TSG, Inc. Partner, Business Associates President, Business Guild Fellow, Cutter Consortium Co-chair, OMG -Driven Modernization Task Force
More informationStan Verswijver PERSONAL PROFESSIONAL PROFILE
Stan Verswijver PROFESSIONAL PROFILE I m a senior IT Consultant specialized in IT Architecture. My main domain expertise is SOA/BPM, MDM, Enterprise Integration, Cloud, IoT, API Management and Blockchain.
More information2008 ERP REPORT. CONTACT: Panorama Consulting Group Part One in a Series
2008 ERP REPORT Part One in a Series CONTACT: Panorama Consulting Group +1.303.256.6253 info@panorama-consulting.com 4 6 0 0 S. S y r a c u s e, S u i t e 9 0 0 D e n v e r, C O 8 0 2 3 7 Te l e p h o
More informationMDA Overview. Bill Wood
MDA Overview Bill Wood Overview Introduction Concepts Analysis of Current Work Connections Next Steps Conclusions Introduction Paradigm shift: from programmers using programming language to modelers using
More informationEnergy and Affordability: The Manufactured Home Perspective. Emanuel Levy, Executive Director Systems Building Research Alliance
Energy and Affordability: The Manufactured Home Perspective Emanuel Levy, Executive Director Systems Building Research Alliance Key points Manufactured housing is the nation s best option for building
More informationDESIGNING THE PERFECT PROCUREMENT OPERATING MODEL. Operations
DESIGNING THE PERFECT PROCUREMENT OPERATING MODEL Operations DESIGNING THE PERFECT PROCUREMENT OPERATING MODEL When it comes to defining the most efficient and effective operating model for procurement
More informationData Architect. Purpose of the position. Direct Reports: Date Created: November 2016
Data Architect Business Unit: Technology Reporting to: Chief Technology Officer Direct Reports: None Date Created: November 2016 Purpose of the position The Data Architect is a key technical position within
More informationI D C V E N D O R S P O T L I G H T
I D C V E N D O R S P O T L I G H T Australia Small-Medium Vendor Profile Sparx Systems: Setting Sights on the World Stage Publication date May 2007 Adapted from Australia Small-Medium Vendor Profile Sparx
More informationDoes your CRM strategy meet business expectations? Don t let data quality be the missing link
Does your CRM strategy meet business expectations? Don t let data quality be the missing link Does your CRM strategy meet business expectations? July 2014 Preface This ebook is a follow-up to an earlier
More informationThe Flavors of SharePoint: Which is right for you?
The Flavors of SharePoint: Which is right for you? Presented July 15, 2015 About AIIM AIIM is the Global Community of Information Professionals AIIM believes that the information systems we use at work
More informationHead of Data Engineering
Head of Data Engineering Business Unit: Lab360 Reporting to: Chief Strategy and Growth Officer Direct Reports: Data engineering team, Platform Administrators, Platform Analysts, Platform Visualisation
More informationBusiness Process Modelling 28 February 2013
Business Process Modelling 28 February 2013 2 Purpose The workshop aims at stimulating dialogue, answering questions and providing practical demonstrations to enhance your business and process modelling
More informationCalypso Capabilities
Calypso Capabilities 1 / Calypso Capabilities Calypso Capabilities / 2 SUMMARY The Synechron Solution Synechron s Calypso solutions include: Pre-study & Advisory: Developing a complete Calypso strategy
More informationJOB DESCRIPTION. Proposed band. Technology, Systems & Delivery. Job purpose
Job title Job family Senior Architect Technology, Systems & Delivery Proposed band D Job purpose The BBC aims to stimulate and delight audiences across the UK with distinctive, creative content. To support
More informationBuilding A BPM Center of Excellence
Building A BPM Center of Excellence A Con Ed Case Study by Frank La Rocca 1 2 1 The Implied Business Process Strategic Contract Negotiator Buyer Warehouse Stock Person A/P Delivery Inspector Application
More informationRisk Management Using Spiral Model for Information Technology
Risk Management Using Spiral Model for Information Technology Rajendra Ganpatrao Sabale, Dr. A.R Dani Student of Ph.D., Singhania University, Pacheri Bari, Dist. Jhunjhunu( Rajasthan), India International
More informationVACANCY ANNOUNCEMENT: CHIEF ADVANCEMENT OFFICER
VACANCY ANNOUNCEMENT: CHIEF ADVANCEMENT OFFICER Morehouse College invites applicants for the position of Chief Advancement Officer. The Chief Advancement Officer is responsible for leading a team to cultivate
More informationNEW RULES OF ERP. At a Glance
NEW RULES OF ERP At a Glance Today s manufacturer faces an ever-changing set of challenges. Customer requirements, rising numbers of orders, mergers and acquisitions, along with other demands, all impact
More informationZEBRA PARTNERCONNECT OVERVIEW & TRANSITION: FREQUENTLY ASKED QUESTIONS
ZEBRA PARTNERCONNECT OVERVIEW & TRANSITION: FREQUENTLY ASKED QUESTIONS EMEA SECTION 1: PARTNERCONNECT OVERVIEW What is PartnerConnect? Available in Q2 2016, the Zebra PartnerConnect program ( PartnerConnect
More informationCloud Skills and Organizational Influence: How Cloud Skills Are Accelerating the Careers of IT Professionals
White Paper Cloud Skills and Organizational Influence: How Cloud Skills Are Accelerating the Careers of IT Professionals Sponsored by: Microsoft Cushing Anderson May 2017 EXECUTIVE SUMMARY Cloud is becoming
More informationRequirements Analysis for Practitioners
Requirements Analysis for Practitioners Defining and Managing Requirements for Systems Development REDUCE YOUR IT DEVELOPMENT VOLATILITY THROUGH BUSINESS, REQUIREMENTS ANALYSIS. Requirements Analysis for
More informationHokuApps. Create a new class of enterprise apps STEPS TO ENSURE YOUR LEGACY SYSTEM MODERNIZATION PROJECT GENERATES. hokuapps.com
HokuApps Create a new class of enterprise apps 4 GENERATES STEPS TO ENSURE YOUR LEGACY SYSTEM MODERNIZATION PROJECT ROI hokuapps.com Content Table 03Introduction 04Identifybusiness process improvement
More informationSetting up and running an IT Architecture Practice
Setting up and running an IT Architecture Practice The Open Group IT Architecture Practitioners Conference July 19 th 2005 Authored by: Matt Daniels, VP, Enterprise Strategy & Architecture, Citizens Bank
More informationWhat Business Transformation Approach is Right for CIOs
What Business Transformation Approach is Right for CIOs An Overview of Opportunities and Tools. Author: Imad Al-Murib - Lean Vector Consultancy Background The Head of Global Business Transformation Unit
More informationSmart Communications: How Leaders Drive Customer Experience
Smart Communications: How Leaders Drive Customer Experience How to Seize No-Cost Marketing Opportunities throughout the Customer Life Cycle Part 3: Blue Print for Success in Seizing Marketing Opportunities
More informationJOB FAMILY DESCRIPTIONS
JOB FAMILY: APPLICATIONS DEVELOPMENT Director, Systems and Programming Job#: 1200 Responsible for the full systems development life cycle management of projects/programs. Provides direction for technical
More informationOperational Excellence
Operational Excellence Statement of Capability a better way to deliver change and transformation. Components of Change Operational excellence is well within the reach of most organisations. Achieving it
More informationAccenture Reporting and Analytics. Deliver actionable insights through a scalable and cost-effective model
Accenture Reporting and Analytics Deliver actionable insights through a scalable and cost-effective model To build a competitive advantage, companies must make decisions quickly. To make high-quality decisions,
More informationFrom Process Analysis to Employee Job Aids
Jim Boots and Paul Harmon Like many corporations, Chevron began a broad-based process journey in the 1980 s when several of its divisions launched Total Quality Management (TQM) programs. In the Nineties,
More informationIT SERVICE SCIENCE. A FUTURE IN IT Service Science
IT SERVICE SCIENCE A FUTURE IN IT Service Science WHAT IS IT SERVICE SCIENCE? IT service means different things in different contexts. It can be a function like online shopping, the delivery of a program
More informationi2 Collaborative Supply Execution
Today, in most supply chains, the efficiencies usually end at the edges of a company. Eliminating inefficiencies at enterprise boundaries and streamlining cross-company processes is the next frontier for
More informationHow to Choose the Right Lead Gen Company?
How to Choose the Right Lead Gen Company? THE 4 QUESTIONS TO ASK DURING THE DISCOVERY CALL: How to Choose the Right Lead Gen Company? 1. What is your process for generating leads? It should be tailored
More informationIS THERE A ROBOT IN YOUR FUTURE? USING ROBOTICS FOR BUSINESS TRANSFORMATION
May 17, 2016 IS THERE A ROBOT IN YOUR FUTURE? USING ROBOTICS FOR BUSINESS TRANSFORMATION www.genfour.net T: +44(0)203 693 3911 E: info@genfour.net PROFILE RITA BRUNK MBA INTERNATIONAL FINANCE AND BACHELOR
More informationCareer opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
More informationExperts in the News. Implementing Treasury Banking Solutions Factors and Considerations
Experts in the News Implementing Treasury Banking Solutions Factors and Considerations Previously published at www.gtnews.com Today, many corporate treasurers are embarking on global transformation projects
More informationpage 1 of 7 Whitepaper: Communication Paths and Roles (in distributed software development)
page 1 of 7 Whitepaper: Communication Paths and Roles (in distributed software development) page 2 of 7 Introduction Picture these situations: Three developers talking at lunch about a difficult bug that
More informationQPR ProcessGuide. Make Process Excellence an Item on Everyone s Agenda. QPR ProcessGuide 1
QPR ProcessGuide Make Process Excellence an Item on Everyone s Agenda QPR ProcessGuide 1 QPR ProcessGuide: Move Faster from As is to To be The way your organization executes its value-adding operations
More informationDeveloping a Knowledge Creating Organisation
Developing a Knowledge Creating Organisation Ing. Francis Farrugia Many are aware of the importance of implementing effective knowledge management in organizations. However, the challenges are not few!
More informationISACA Systems Implementation Assurance February 2009
ISACA Pressures Today Pressure to increase realization of value from IT spending Pressure to deliver on IT projects at a time when resources/budgets are constrained Pressure from risk of technology-based
More informationPOSSE System Review. January 30, Office of the City Auditor 1200, Scotia Place, Tower Jasper Avenue Edmonton, Alberta T5J 3R8
1200, Scotia Place, Tower 1 10060 Jasper Avenue Edmonton, Alberta T5J 3R8 edmonton.ca/auditor POSSE System Review January 30, 2017 The conducted this project in accordance with the International Standards
More informationJOB DESCRIPTION. The Subject Position has no responsibility for ongoing and sustained supervision of other staff.
JOB DESCRIPTION I. JOB IDENTIFICATION Position Title: Business Analyst Job Code: NEW Position Number: Various Linguistic Profile: BBC Group and Level: ADG E Supervisor Title: Chief, Business and Technology
More informationIntegration and Infrastructure Software. Process Integration from IBM. Optimizing resources to improve productivity.
Integration and Infrastructure Software Process Integration from IBM. Optimizing resources to improve productivity. Optimize and deploy business processes that are in line with strategic goals. Market
More information7 signs your organisation needs to switch to Connected Planning PROFITAND.COM
7 signs your organisation needs to switch to Connected Planning PROFITAND.COM INTRODUCTION If you are a finance leader you will know that both your Financial Director and your colleagues expect you to
More informationSUIT Practitioners Opinion on Role of a CTO
SUIT Practitioners Opinion on Role of a CTO Opinion by: Yogish Pai, CEO, Pai Systems, LLC (Email: yogish.pai@pai-systems.com) Date: 5/6/2008 SUIT Practitioners Opinion on Role of a CTO Page 1 of 7 TABLE
More information