3 min read
2 min read
"Social" seems to be the buzz word, if not the implementation, in just about every enterprise application today. Some vendors have done a nice job identifying how to bring social into the realm of usability, while others seem to be delivering a lot of "check box" acknowledgement. Granted, the industry is in its early stages — with business process management vendors trying to figure out the right "formula" for integrating social with BPM.
4 min read
At what point will your organization be ready to adopt a business process mindset and implement a process-focused way of working?
Topics: Operational Improvement operations organizational_culture process director project lifecycle project management review social utilities value workflow approval audit automation blog BP BP Logix BPM business process management CIO cloud economy efficiency efficient eforms end users forms predictive preparation
1 min read
Our most successful customers break workflows up into small, bite-sized chunks. They introduce new, improved workflow by geographic area, or small test markets. And, they champion the first, new workflow design as a “proof of concept.” These “champions” are business stakeholders. They contact BPLogix for BPM software demos more often than IT departments. Business stakeholders need IT assistance at times, but you don’t necessarily have to drive the workflow software rollout from IT. This is because it’s the front line users who are shuffling paperwork from desktop to desktop; not IT. I heard an example of a six week approval!
1 min read
Traditionally, a fine line has divided process from project in the enterprise. The Project (or Portfolio) Management Office (PMO) is responsible for oversight of projects—however that is defined within that organization—while business process governance is often distributed throughout the organization, perhaps with some input from a business process improvement team. The business process improvement group is usually organized around a set of principles, often Six Sigma or Operational Excellence, while the PMO is operated according to its own guidelines, such as a project life cycle or systems development life cycle (I'll refer to these, collectively, as SDLC). Finally, the PMO is generally responsible for efforts that cost money, while the business process improvement folks have a clear mandate to identify savings.