3 min read
3 min read
The genius of well-designed software is that it bores in on a specific type of problem and delivers an effective solution that is unique to that problem. For the IT buyer, there's a lot of work and responsibility that goes into identifying then evaluating the right solution. Sometimes it can appear that there are only minor differences among the vendors— and investigating feature sets becomes tedious very quickly. It's easy to see where decision fatigue can set in. This is where some buyers are inclined to just select a product that's "close enough" or to re-use a tool that has already been deployed in the organization for some other purpose.
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
3 min read
Some people may think of implementing business process management (BPM) within their organization as a purely tactical effort, one that serves the ‘process automation’ needs of an organization. The generally accepted wisdom is that given reasonable parameters, a BPM solution ‘should’ be able to address and manage internal processes. It ‘should’ also create a more efficient working environment; it ‘should’ reduce the number of steps required to achieve a satisfactory solution. It ‘could’ or ‘can’ also lead to optimizing those processes that are being automated. Certainly those are characteristics of a BPM tool, but if that's the extent of one's vision, then that is a short sighted vision.
Topics: operations organizational_change organizational change process director programming project lifecycle project management review utilities value workflow approval audit automation blog BP BP Logix BPM business process management CIO cloud culture dynamic economy efficiency eforms end users errors forms HR infrastructure
3 min read
In the course of the lifecycle of almost any business, someone invariably gets the idea that some aspect of the organization could be run better — and suggests that ‘change might do everyone some good.’ The idea of making some change (or set of changes) generally comes from a place called ‘good intentions’ or ‘progressive thinking.’ It might be thought of as being along the lines of, "We are doing well, but could be doing better."
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.