10 FAQs on BPM

Is “BPM” a methodology or a tool? What are its real costs and benefits? Who should be driving BPM implementation? 10 key FAQs and 10 clear answers.

Adaptability and The Third Phase of BPM

Whatever business you are in today, inevitably you face an environment defined by growing uncertainty and unpredictability, where advantage favors not the best plans but the speed of change.

Best Practices for Getting Started with BPM

The goal of using Business Process Management is to optimize efficiency and improve profitability. Implementing a Business Process Management Solution offers immediate and long‐term benefits, and a good start will help ensure that you get both.These BPM Best Practices will help position your organization's BPM implementation for success.

BPM and Case Management

In the half-century since Peter Drucker first identified and coined the phrase “knowledge worker,” the share of the work force represented by this group has grown considerably, to as much as half of all workers by some measures.

Bridging the IT/Business Divide as a BPM Faciliator

Don’t throw your process improvement effort over the wall to IT. Instead, engage both business and IT stakeholders together from the start.

Building a Business Case for BPM

This white paper is designed to provide a repeatable framework for developing a business case for new or continued justification of BPM projects – with the objective being to help accelerate the startup time and enable more organizations to realize success from BPM.

Designing Executable BPMN Models

Too often tension exists between the developer and analyst perspectives, resulting from the lack of a common semantics and heuristics set capable of depicting process activities in a way relevant to both parties.

Develop Your First Business Process Application

Wondering how BPMN can significantly improve the efficiency of your daily operations?  This paper addresses this challenge through a concrete business example: the modeling and the automation of an employee leave management procedure.

Focus on Social BPM: The Role of Trust and Reputation in BPM

The modeled processes that provide the foundation of BPMS environments today, rarely take into account either the existence or lack of trust and reputation in the design of routing logic

Getting Business and IT to Work Together

Who should drive BPM initiatives? Gartner reports that in North America, IT leads 42% of the BPM efforts, and the Business leads 58% of the efforts.

Getting Started: An Introduction to Business Architecture Modeling for BPM Intiatives

During the last decade, the lines between enterprise application integration (EAI) technology and workflow blurred, morphing into what is now widely recognized as the “Integration-centric BPM” market sector.

Great Moments in the History of BPM

How did business process and technology converge to give rise to business process management as we know it today? Download this graphic to see how two relevant timelines developed and merged.

Speaking to the C-Suite about BPM

BPM implementation in a company can be imposed from the top down, from upper management, but it can also begin and grow locally. BPM is an empowering tool for workers in all levels of an organization. The middle and lower rungs of an organization gain direct benefit and are often pushing the BPM agenda. Yet wide‐spread adoption needs the buy‐in of top management.

The Ultimate Guide to BPMN2

We offer this Ultimate Guide to help you to get familiar with the basics and give BPMN a try. We are convinced you will find it powerful, adaptable and remarkably easy.

Understanding and Authoring a Request For Proposal (RFP)

A good RFP represents a solid foundation for introducing any technology -- mature or incipient -- to an organization. Its objective is to determine how a variety of alternatives compare to each other against a list of functional and financial requirements.