Goal-Driven Business Process Management
|
|
- Kelley Nicholson
- 8 years ago
- Views:
Transcription
1 Goal-Driven Business Process Management Creating Agile Business Processes for an Unpredictable Environment
2 Executive Summary Business process management (BPM) promises to help organizations orchestrate their people and systems in order to conduct business more efficiently and effectively. BPM can deliver improved process efficiency as well as better visibility into business operations. Organizations that have invested in BPM methodologies and technologies see rapid return on their investments and derive greater value from their existing systems. In fact, of TIBCO customers responding to a recent survey conducted by Intercai Mondiale: 100% increased productivity 95% improved quality of service 82% reduced operating costs 82% saw faster process cycle times In addition, more than 80% of respondents reduced operating costs and IT costs, increased productivity, and improved their quality of service beyond their expectations. The results above, while impressive, only scratch the surface of what can be achieved with BPM. Many of these results represent the low-hanging fruit, benefits that were realized due to automation of fairly simple processes. In order to extract value from BPM initiatives over the long term, organizations need to be able to model and execute highly complex business processes that evolved in response to a highly unpredictable business climate. This can be difficult to accomplish using traditional BPM approaches that lend themselves better to more static processes and provide visibility only at the highest level of the process. Instead, organizations need to adopt a new approach to building business processes: goal-driven business process management. Goal-driven BPM is an approach that makes the development and identification of business processes a more intuitive and natural activity. It uses familiar organizational concepts such as goals and the steps taken to achieve those goals (sub-goals), provides granular visibility into sub-goal progress, and allows processes to intelligently change course as events unfold. When managed and deployed appropriately, goal-driven BPM delivers significant benefits, including: Faster, less expensive process creation via process component reuse Significant business user engagement in process design A better context for process monitoring G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
3 The agility to fix more problems as they occur rather than after the fact The ability to dynamically adapt to new business conditions This whitepaper provides an overview of goal-driven BPM: the underlying concepts, management practices, basic implementation methodology, and characteristics of the technology that effectively support this new approach. It outlines the benefits you can achieve with goal-driven BPM and discusses how the methodology and its supporting technology will bring a new level of agility and flexibility to your business. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
4 Introduction Today s business climate is notoriously unpredictable. Businesses prepare for one type of weather, and a different type materializes. The cost of preparing or not preparing for inclement weather can be extremely costly. Business process management (BPM), both the management practice and the software tools that facilitate it, evolved to help organizations address this constantly changing environment. BPM has helped organizations: Improve productivity by automating many key processes Improve customer service and compliance by providing visibility into processes Improve the overall flexibility of business processes through a variety of different approaches But, as with anything else in business, there is no completely evolved state for a business process. It must continue to transform to help enterprises meet the newest demands of the market. The market is rarely satisfied for long. Quickly and inevitably the old refrain returns: newer, faster, better. What more can be done? There are already a myriad of technologies and best practices to help organizations act quickly on up-to-the-minute information. However, as more organizations adopt these solutions, previously cutting-edge technologies quickly become a baseline cost of doing business. The most responsive and competitive companies now need more if they are to satisfy their customers and stay ahead of the competition. Part of the problem is that organizations are able to act on up-to-the-minute information only in so far as the possible action is already built into the process. Greater process flexibility is needed if these organizations are to become truly responsive to move from reactive to predictive. It is imperative to shift from inherently static processes processes that are discoverable and understandable, evolving relatively slowly over time to processes that are complex, dynamic, and predictive actually evolving during execution to meet previously unknown requirements. Achieving such a monumental shift requires a new approach to building business processes: goal-driven business process management. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
5 Goal-driven BPM is an approach that makes the development and identification of business processes a more intuitive and natural activity. The world is goal driven; we organize our lives, both personal and professional, around goals. When these goals are large, we break them down into sub-goals that take us a step at a time to our final objective. Often we work back from the goal to our current position in order to identify the best route to that goal. For any scenario, there are likely a variety of best options, the actual best depending on the variables of the situation. Goal-driven BPM treats processes in the same manner. When managed and deployed appropriately, goal-driven BPM provides today s most competitive organizations with the flexibility and visibility they need to win. What Is the Reward for Achieving Your Goal? The benefits described below represent what can be gained from a successful implementation of goal-driven BPM. A successful implementation has two critical and complementary parts, discussed later in this paper. The first part is methodology and the second technology. If both of these are successfully applied, organizations can expect the following benefits from goal-driven BPM. FASTER, LESS EXPENSIVE PROCESS CREATION VIA PROCESS COMPONENT REUSE The following metaphor explains the key premise behind goal-driven BPM. When planning a route to the top of a mountain, when no established trail exists (goal = reach top of mountain), one approach is to consider the route from the top of the mountain, scoping out the safest and simplest route at each stage (sub-goal). Each section will present different conditions (scree, rock wall, glacier, and so on). When each of these conditions is encountered, a standard technique (process) is employed to traverse that section (achieve the sub-goal). The complete set of sub-goals, and the associated processes required to complete each sub-goal, provide a complete plan for achieving the main goal, in this case reaching the top of the mountain. Having learned the required techniques (identified the processes), these techniques can be reused in similar situations to achieve different goals. This is illustrated in Figure 1. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
6 Figure 1. Different colors on the path represent the standard techniques (processes) that can be reused in similar situations to achieve different goals By organizing processes around goals, that is what is to be achieved rather than what is to be done, goal-driven BPM helps organizations achieve needed flexibility. Breaking down business processes into sub-goals is critical to this flexibility. The collection of discrete sub-goals makes up the building blocks available to a process designer. Just as the mountain climber increases the number of mountains she can climb by expanding her skill set, so expanding the set of sub-goals increases the number of new processes that can be created by combining a number of different sub-goals. Creation of a process that achieves a goal out of existing sub-goals requires no new effort. The processes needed to create each of those sub-goals are already defined. In the context of this paper, they will be referred to as process components. FACILITATE BUSINESS-USER ENGAGEMENT A key part of the flexibility provided by a goal-driven approach to BPM is that it puts complex process design in the hands of business users, in a way that is familiar to them. Designing a complex process using constructs such as dynamic sub-procedures may or may not be familiar to a business person. However, the concept of reaching a goal by setting several milestones needed to achieve that goal is something familiar to us all, regardless of profession. Goal-driven BPM provides business people with intuitive building blocks for creating new processes to deliver new products, groups of products, services, and so on. The ease with which this can be done means that organizations can act on opportunities or threats as soon as they are identified. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
7 BETTER CONTEXT FOR PROCESS MONITORING In addition to making the creation of new processes quick and painless, a goal-driven approach to BPM makes it possible to monitor processes at a level with adequate visibility to act on problems and change course in a timely manner. Breaking down processes into logical discrete sub-goals makes it possible to monitor processes at the sub-goal level. Monitoring a process at this level can be more valuable than monitoring the process either at the step or overall process level. This is because if a milestone such as a sub-goal is missed, it can mean that the entire process is in jeopardy of being completed on time. On the other hand, late completion of a single step may not impact the timely completion of the goal. If real-time visibility only gives us information about whether an entire process finished behind schedule, it is alerting us to a problem that is already beyond our control. AGILE BPM FIXES MORE PROBLEMS Once a problem is identified, a goal-driven approach to BPM makes it easier to fix. Should our mountain climber encounter an impassable part of the mountain, she will not go all the way back to the bottom of the mountain and start over, rather, she will go back to the last part of her route that is in common with whatever new route she decides on. BPM, when approached in a goal-driven manner, works the same way. If a problem is identified that truly does jeopardize the timely completion of a process or goal, the process can be dynamically reconfigured in-flight. Rather than simply failing, the process might intelligently find a different path. The running process can be wound back to the last completed sub-goal in common with the new process, undoing previously executed steps. This is illustrated in Figure 2. Figure 2. Modifying the target goal G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
8 THE END STATE: DYNAMIC, ADAPTIVE BPM In its most revolutionary incarnation, a goal-driven approach to BPM makes it possible to do all of this automatically, based on rules. For example, when a work order comes in, the appropriate process components are selected to create the process, based on rules. If, at a later point, a milestone is missed, an alert is triggered. Predictive simulation identifies that the missed milestone will result in a delinquent process, and rules dynamically identify the best course of remediation, dynamically selecting the required process components. Through this process of sense-and-respond incremental improvement, goal-driven BPM makes it possible to create the most dynamic, agile, and responsive processes. Getting to Goal-Driven BPM Similar to the mountain climber planning his or her route to the top, achieving goal-driven BPM requires an organization to break down its problems key business processes into bite-size pieces. To do this effectively, the organization needs a comprehensive methodology with associated BPM patterns designed for goal-driven BPM, as well as software that directly and transparently supports these concepts. Adopting a Goal-Driven BPM Methodology IDENTIFYING GOALS AND SUB-GOALS Goals are the objectives to be met by the business as part of its day-to-day operation. These goals operate at many different levels. Some sample business goals are handle an order (lower level) or roll out infrastructure to the northwest region (higher level). Though some types of goals will be common across many organizations (for example, reconcile supplier billing ), many will be specific to an industry and the organization itself. Sub-goals represent the management of the items of interest to the business. Once identified, each of these items of interest, or sub-goals, can be managed as a service, a discreet entity without dependencies and able to be reused as required by any part of the business. The key to correctly identifying the items managed by a business is to identify all of the tangible and intangible items directly or indirectly involved in the day-to-day running of the business. Lists of intangible items may include such things as contracts, policies, or services. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
9 Incident events, such as a withdrawal, a claim, a trade, a crash, or a holiday, may also be of interest. Figure 3 provides examples of tangible and intangible items of interest. Figure 3: Examples of managed items involved in a securities trade Intangible Items Regulations Trade Price Contracts Tangible Items Employees Customer Departments Fax machine Tangible items are generally easier to identify as these are the physical items involved in the day-to-day running of the business. For example, for a telecommunications provider they could include products, employees, customers, test equipment, wiring, departments, and so on. This is illustrated in Figure 4. Figure 4: Examples of tangible items managed in the provision of a telephone line Business analysis techniques, such as business conceptual and structural modeling, can help with the identification of the tangible and intangible items likely to be managed by business processes. When an exhaustive list of managed items has been identified, it is then possible to optimize this list by pruning those items that are only tangentially involved in the business process and by identifying suitable abstractions that cover whole classes of the items identified. Care should be taken not to over-optimize this list, lest the managed items be abstracted into generic uselessness. Each goal or sub-goal then manages a single item or a set of highly cohesive related items. This results in discrete processes that are cleaner and more likely to be reusable. Because of the discrete nature of these process components, it is also possible to expose them as services, with simple, clean interfaces. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T
10 IDENTIFYING SUB-GOAL CANDIDATES FOR REUSE Goal orientation of business processes is a powerful concept. Its value is further magnified by the possibility for greater process reuse. This is possible due to the encapsulation of items significant to the business as services that are available for reuse. Business is organized around two main axes: vertical business segments, within which end-to-end business processes exist, and horizontal, business-spanning functions that cross these segments. This is illustrated in Figure 5. Figure 5: An example of a logical business organization These horizontal functions may represent physical organizations, such as a department, or logical organizations, such as a set of related roles that span the business. Each horizontal area has specific items that it manages and, as such, has its own set of process components. Goal-driven BPM allows for the identification of the sub-goals associated with end-toend business processes. Once sub-goals are identified, it is easy to identify those that are common across vertical segments or horizontal functions and therefore candidates for reuse. Frequently, the items managed by the horizontal functions participate in the achievement of many of the organization s goals for the vertical segments. Reuse of goals is most likely with the more generic horizontal functions (such as the financial function in the example above), but other reuse is also possible. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 10
11 FORMULATION OF END-TO-END BUSINESS PROCESSES: ACHIEVING GOALS Once process components are identified, they can be assembled into groups of components that achieve a desired business goal. The components are then sequenced and scheduled in an order that facilitates the completion of the goal or process. To achieve the greatest flexibility, it is important that the constituent process components have no dependencies such as loops or conditional parts. For example, if the process were building a house and two process components were laying the foundation and building the walls, whereas the foundation must be built before the walls, what constitutes the foundation should be irrelevant to building the walls. Key to the success of this approach is the adoption of a suitable concept or metaphor that makes the combination of process components understandable to the business analyst. The project plan provides such a metaphor. Tasks in the plan represent the independently defined process components. The tasks are then sequenced appropriated, as in the example above, where the foundation must be completed before the walls of the house are erected. Deploying Technology to Support Goal-Driven BPM WHY DO YOU NEED TECHNOLOGY? A goal-driven BPM methodology used during the design of business processes is beneficial regardless of how the organization implements the methodology. However, the advantage of using this approach is greatly reduced when used without BPM software that fully supports goal-driven BPM. Specifically: BPM reuse is restricted: Goal-driven BPM software can enforce many of the process attributes that are necessary for reuse. Without checks for less optimal process design, organizations will find fewer opportunities for reuse. Dynamic BPM is not possible: Without supporting software, goal-driven BPM is reduced to a design-time-only concept. Individual processes will not be able to adapt when real-world conditions do not follow a single pre-defined path. Empowerment of business users is restricted: Building on-demand business processes as an intrinsic activity of a business user s day-to-day work is only possible using software designed for that user s skill set. Without appropriate G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 11
12 software, business process development is usually a technical activity, beyond the ability of most business users. For software to effectively facilitate goal-driven BPM, it must provide support for the following activities. Organize business processes around goals to be achieved by the business: Example goals are: deliver a product, close a deal, resolve an exception, and so on. Determine sub-goals required to achieve the desired end goal: Identify the required sub-goals by working back from the end goal one step at a time to the starting point or current position. The current position can be defined by many things, for example: number of outstanding deals, credit status of the subject customer, and so on. Allow the end goal to change part way through its fulfillment: For a business to achieve the required level of agility it must be possible to change direction or adapt goals quickly. For example, a customer status may change while a process is in motion. It is important to note that though sub-processes (dynamic or otherwise) and business rules are powerful facilities on their own, they are insufficient to support the dynamic nature of goal-driven BPM. Sub-processes (even dynamic ones) tend to have dependencies on one another that limit their flexibility. Also, a process can only incorporate those sub-processes that are explicitly included in the definition of that process. Therefore, if the goal of a process changes and requires a sub-process that was not included during the definition of the process, it would be very difficult and inefficient to add the sub-process needed to achieve the new goal. Finally, sub-processes are not time aware, limiting the complexity of the processes to which they can be applied. To overcome each of these shortcomings, specific software is required that directly supports the concept of goal-driven, dynamic BPM. For a more technical description of the limitations of dynamic sub-processes, see Appendix 1. THE KEY TO Goal-driven BPM: THE DEPENDENCY MAPPING LAYER In order to get the desired level of reuse it is necessary to break the dependencies between the abstract higher-level processes and the more specific lower-level processes. This can be done through a process dependency mapping layer that is external to the participating processes. This layer maps the abstract services required by a process onto the actual services provided by each sub-process. This is illustrated in Figure 6. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 12
13 Figure 6: Processes organized as services Simple, dynamic sub-processes are not sufficient to solve this problem as the process itself would still need to determine the sub-process to invoke at runtime. Though this reduces the degree of dependency, it does not eliminate it. It is still likely that an overarching process will need to be modified when a new sub-process capable of providing one of its required services is made available. In any case, the process itself is made more complex by the requirement that it orchestrate its own required services. Where highly cohesive areas of a process require decomposition, or a generic, relatively static process element is required, sub-processes are a powerful and appropriate tool to use. Where reuse is required in a more fluid environment, such as dynamic, goal-driven BPM, a more abstract mapping capability is required. PUTTING IT ALL TOGETHER: CREATING EXECUTION PLANS Execution plans represent an overarching process created from process components. An effective tool for goal-driven BPM will use a simple metaphor, such as a project plan, to help users create execution plans. An execution plan contains a wealth of information. The sequence of process components is one part, of course, but execution plans also define restrictions such as A cannot start until B is finished, or A must start simultaneously with B, or A must start two hours after B starts. Each task within an execution plan also has information that is used to monitor the process during execution. Every task has a set of values appended during process design that help to identify when that task or possibly the entire plan is in jeopardy. Execution plans can be generated in three ways: Manual Creation: Processes can be created manually by business users immediately prior to runtime. This type of process creation is used either to create a template or, in exceptional cases, where no template or rules exist to handle the request. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 13
14 It is not expected to be the standard process for execution plan generation, as it can be time-consuming. The required process components are selected from a library; the dependencies, temporal or otherwise, are defined; and the various alarm values are assigned to each task. Template Selection: Templates are created manually (as described above), then stored for future use. This is the way that the majority of execution plans are created, as a best practice is to identify most common requests and create execution templates for them; only the exceptions would need to be handled manually. When a new request comes in, the pertinent information from that request is used by a rules engine to select the appropriate template. The template already has all tasks sequenced, dependencies identified, and alarm values included. Automated Execution Plan Generation: An advanced form of goal-driven BPM is automatic process development. Organizations would use this type of execution plan generation if their business processes require significant customization for most requests, or are otherwise fluid, changing frequently. In such an environment, the end goal of a process will depend on the variables present at the point of execution and may change if those variables change during the process of execution. Defining processes or execution plan templates to handle all the combinations of these variables may be prohibitively expensive. Consider the example of order management within a telecommunications operator. In excess of 100 products could be offered by such an operator. Customers can order any combination of these products at any one time. Even if the unlikely combinations of products are excluded, this still results in the requirement for several thousand business processes (or templates) to fulfill the remaining combinations! The solution is to define the sets of process components for each process and then separately define the optimization rules for their combination. MONITORING THE EXECUTION PLAN One of the most important aspects of goal-driven BPM software is the visibility it provides into running execution plans. Without this visibility, there is little need for the flexibility provided. If you don t know that a problem is occurring, you certainly don t know what to do to fix it. Goal-driven BPM software should be time aware. This time awareness enables it to monitor service level agreements (SLAs) associated with overall goal achievement G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 14
15 (end-to-end business processes) and key performance indicators (KPIs) associated with the process components that make up the end-to-end process. Process component KPIs are monitored by tracking the timeliness of each process component. This allows the prediction of fixed milestones that will most likely not be met and the monitoring of projected completion time of processes that constitute the SLA for the end-to-end process. Users are alerted to execution plans that are in or near jeopardy. Action can then be taken to avoid or ameliorate the problem. For example, Figure 7 shows an execution plan developed with TIBCO iprocess Conductor, a component of TIBCO s BPM suite. The plan provides an intuitive view of each process component, its dependencies, and current status. The real-time status of the plan is marked by the light grey vertical line in the center. An example of a dependency is circled in red, showing that task 2 may not start until task 1 has completed. The predicted and actual durations of every process component are also shown. Jeopardy status is intuitively displayed: red areas denote existing problems and yellow areas potential problems. Figure 7: iprocess Conductor In-Flight Execution Plan Should it be determined that the jeopardy status of task 2 jeopardizes the entire plan, the user may decide to modify the process in-flight or completely change the goal. If the company has architected its business processes for automatic execution plan generation, this plan could also be dynamically reconfigured, based on the pre-defined rules. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 15
16 Conclusion Goal-driven BPM, supported both by an effective methodology and technology, provides organizations with a new level of agility to support an unpredictable business environment. It delivers significant benefits, including: Faster, less expensive process creation via process component reuse Significant business user engagement in process design A better context for process monitoring The agility to fix more problems as they occur rather than after the fact The ability to dynamically adapt to new business conditions Goal-driven BPM mirrors the approach we take to goals in our own lives and lends itself to business user involvement in the creation and management of processes. While intuitive to implement, goal-driven BPM makes it possible to create highly complex processes with involved temporal dependencies between process components. When evaluating technologies to support goal-driven BPM, organizations should look for a solution that: Supports both business and technical users with tools appropriate to their skills and roles Breaks processes down into goals and sub-goals, with an abstraction layer to minimize dependencies Facilitates sub-goal reuse Tracks processes at the sub-goal level in order to find and fix problems before it s too late Takes action to adapt to events as they occur, even in the middle of a running process TIBCO has over 15 years experience in providing BPM solutions and has delivered the value of BPM to over 500,000 users at 800 companies. Contact us to start a dialogue on how goal-driven BPM can significantly improve process management for your organization. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 16
17 About TIBCO iprocess Suite TIBCO iprocess Suite software enables business users and IT staff to implement goaldriven BPM while collaborating on the modeling, execution, and continuous improvement of business processes that span their organization. It is a rich suite of application modules with functionality designed to help organizations create business processes of whatever complexity they require. The components of the suite are: a business process modeling and simulation tool, a business rules engine, an integration platform, an engine for executing processes, real-time process monitoring, an end user workspace for process participants, and an analytics tool for analyzing processes. Using TIBCO iprocess Suite, organizations can break down processes into discrete, coherent components that facilitate reuse and fast process design and re-design. These components map logically to sub-goals that are concatenated to achieve a larger goal. TIBCO iprocess Conductor, along with TIBCO iprocess Engine, is able to dynamically combine a set of process components associated with required sub-goals, applying optimization as necessary and creating real-time visibility at the process component level. The fact that iprocess Conductor is time-aware means that if deadlines are missed as a running process progresses, the expected path can be predicted. If the process is in jeopardy, users will be alerted to that fact and can then adapt the process to avoid or mitigate any problems. With TIBCO iprocess Suite, organizations achieve: The highest level of flexibility to address the complexities of today s business problems Optimal efficiency and effectiveness with goal-driven business processes that can intelligently adapt to current conditions Ability to break processes down into goals and sub-goals, with an abstraction layer to minimize dependencies Better business process design with intuitive tools designed for business users High levels of process reuse for maximum ROI G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 17
18 Appendix 1 Why Sub-Processes Are Not Sufficient to Enable Goal-Driven BPM Sub-processes are a powerful facility for breaking down business processes into manageable chunks. When using sub-processes, a contiguous business process is broken down into a hierarchical set of sub-processes that can be represented as a tree. For example, a process to provide a mobile telephony product for a Mobile Virtual Network Operator (MVNO) could be broken down as shown in Figure 8: Figure 8: A process to provide a domestic mobile telephony product The provide voice and provide mobile internet sub-processes are largely generic (dealing with billing configuration, for example); they invoke further sub-processes to deal with the specifics of providing the actual service from the provider used by the MVNO. In this case, these services are GSM, WAP and MMS. G o a l - d r i v e n B U S I N E S S P R O C E S S M A N A G E M E N T 18
19 Figure 9 shows another product provided by the same MVNO. This is a product intended for business users. It also consists of voice and mobile internet services, but the method of delivery and the providers that are used are different. Unfortunately the opportunity for reuse is restricted in this case because the processes are dependent on sub-processes that provide the wrong specific services. This is not a process versioning issue as both products are being provided by the MVNO at the same time. Figure 9: Opportunity for reuse is restricted Global Headquarters 3303 Hillview Avenue Palo Alto, CA Tel: Toll Free: Fax: , TIBCO Software Inc. All rights reserved. TIBCO, the TIBCO logo, The Power of Now, TIBCO Software, and TIBCO iprocess are trademarks or registered trademarks of TIBCO Software Inc. in the United States and/or other countries. All other product and company names and marks mentioned in this document are the property of their respective owners and are mentioned for identification purposes only
The Case for Business Process Management
The Case for Business Process Management Executive Summary Each company s unique way of doing business is captured in its business processes. For this reason, business processes are rapidly becoming the
More informationA Guide Through the BPM Maze
A Guide Through the BPM Maze WHAT TO LOOK FOR IN A COMPLETE BPM SOLUTION With multiple vendors, evolving standards, and ever-changing requirements, it becomes difficult to recognize what meets your BPM
More informationProcess Intelligence: An Exciting New Frontier for Business Intelligence
February/2014 Process Intelligence: An Exciting New Frontier for Business Intelligence Claudia Imhoff, Ph.D. Sponsored by Altosoft, A Kofax Company Table of Contents Introduction... 1 Use Cases... 2 Business
More informationBTIP BCO ipro M cess Suite
TIBCO PM iprocess Suite TIBCO is the only vendor that can aptly handle the full range of both system-centric and humancentric processes. The Forrester Wave : Human-Centric Business Process Management Suites,
More informationTIBCO Staffware Process Suite
TIBCO Staffware Process Suite A Complete, End-to-End Business Process Management Solution TIBCO Staffware Process Suite is a suite of application modules that has been designed to provide a complete end-to-end
More informationDynamic Claims Processing
Dynamic Claims Processing 2 TABLE OF CONTENTS 1 Dynamic Claims Management... 3 2 TIBCO s Dynamic Claims Management... 7 3 Why TIBCO?...13 4 ABOUT TIBCO...14 3 Claims processing is one of many equally critical
More informationThe Case for Business Process Management
Jeremy Westerman, Senior Product Marketing Manager for BPM Business process management (BPM) has dramatic business and technology effects. It provides organizations with the ability to save money, save
More informationEstablishing a business performance management ecosystem.
IBM business performance management solutions White paper Establishing a business performance management ecosystem. IBM Software Group March 2004 Page 2 Contents 2 Executive summary 3 Business performance
More informationIntegration Maturity Model Capability #5: Infrastructure and Operations
Integration Maturity Model Capability #5: Infrastructure and Operations How improving integration supplies greater agility, cost savings, and revenue opportunity TAKE THE INTEGRATION MATURITY SELFASSESSMENT
More informationPredictive Straight- Through Processing
Predictive Straight- Through Processing 2 TABLE OF CONTENTS 1 Introduction...3 2 The Benefits of Solving the STP Problem...7 3 How Can TIBCO Help?...7 4 How TIBCO s Solution Works...9 5 Summary...11 6
More informationBusiness Process Management In An Application Development Environment
Business Process Management In An Application Development Environment Overview Today, many core business processes are embedded within applications, such that it s no longer possible to make changes to
More informationSolution Overview. Optimizing Customer Care Processes Using Operational Intelligence
Solution Overview > Optimizing Customer Care Processes Using Operational Intelligence 1 Table of Contents 1 Executive Overview 2 Establishing Visibility Into Customer Care Processes 3 Insightful Analysis
More informationExtending the Benefits of SOA beyond the Enterprise
Extending the Benefits of SOA beyond the Enterprise 2 TABLE OF CONTENTS 1 SOA The Right Approach for Application Integration...3 2 SOA outside the Firewall: An Opportunity to Improve Collaboration...4
More informationIBM Software IBM Business Process Management Suite. Increase business agility with the IBM Business Process Management Suite
IBM Software IBM Business Process Management Suite Increase business agility with the IBM Business Process Management Suite 2 Increase business agility with the IBM Business Process Management Suite We
More informationFour Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1
Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1 WHY ADOPT NEW ENTERPRISE APPLICATIONS? Depending on your legacy, industry, and strategy, you have different reasons
More informationWork Process Management
GE Intelligent Platforms Work Process Management Achieving Operational Excellence through Consistent and Repeatable Plant Operations With Work Process Management, organizations can drive the right actions
More informationWhat You Need to Know About Transitioning to SOA
What You Need to Know About Transitioning to SOA written by: David A. Kelly, ebizq Analyst What You Need to Know About Transitioning to SOA Organizations are increasingly turning to service-oriented architectures
More informationStudy Shows Businesses Experience Significant Operational and Business Benefits from VMware vrealize Operations
Study Shows Businesses Experience Significant Operational and Business Benefits from VMware vrealize Operations Reduced Cost of Infrastructure Management, Higher Application Availability, Visibility Across
More informationExtend the value of your core business systems.
Legacy systems renovation to SOA September 2006 Extend the value of your core business systems. Transforming legacy applications into an SOA framework Page 2 Contents 2 Unshackling your core business systems
More informationClosing the Gap for Competitive Advantage True Collaboration between Business and IT
Closing the Gap for Competitive Advantage True Collaboration between Business and IT > Vitria Technology, Inc. > Closing the Gap for Competitive Advantage True Collaboration between Business and IT 1
More informationMobile App Integration - Seven Principles for ZDNet
Seven Principles for a Superior Mobile Integration Strategy ZDNet estimated that by the end of 2013, 62 percent of companies would be supporting bring-your-own-device (BYOD) connectivity. Of those who
More informationcan you improve service quality and availability while optimizing operations on VCE Vblock Systems?
SOLUTION BRIEF Service Assurance Solutions from CA Technologies for VCE Vblock Systems can you improve service quality and availability while optimizing operations on VCE Vblock Systems? agility made possible
More informationWHITEPAPER. Managing Design Changes in Enterprise SBM Installations
WHITEPAPER Managing Design Changes in Enterprise SBM Installations By Tom Clement Serena Software, Inc. October 2013 Summary This document explains how to organize your SBM maintenance and development
More informationIntegration Maturity Model Capability #1: Connectivity How improving integration supplies greater agility, cost savings, and revenue opportunity
Integration Maturity Model Capability #1: Connectivity How improving integration supplies greater agility, cost savings, and revenue opportunity TAKE THE INTEGRATION MATURITY SELFASSESSMENT The TIBCO Integration
More informationPartner Collaboration Blueprint for ICD-10 Transition
Partner Collaboration Blueprint for ICD-10 Transition 1 ICD-10 Transition Framework ESTABLISH A COLLABORATIVE BUSINESS PROCESS TRANSITION PLATFORM FOR ICD-10 AND BEYOND Migrating to the ICD-10 coding system
More informationSOACertifiedProfessional.Braindumps.S90-03A.v2014-06-03.by.JANET.100q. Exam Code: S90-03A. Exam Name: SOA Design & Architecture
SOACertifiedProfessional.Braindumps.S90-03A.v2014-06-03.by.JANET.100q Number: S90-03A Passing Score: 800 Time Limit: 120 min File Version: 14.5 http://www.gratisexam.com/ Exam Code: S90-03A Exam Name:
More informationWhat makes a good process?
Rob Davis Everyone wants a good process. Our businesses would be more profitable if we had them. But do we know what a good process is? Would we recognized one if we saw it? And how do we ensure we can
More informationBusiness Intelligence and Service Oriented Architectures. An Oracle White Paper May 2007
Business Intelligence and Service Oriented Architectures An Oracle White Paper May 2007 Note: The following is intended to outline our general product direction. It is intended for information purposes
More informationService Mediation. The Role of an Enterprise Service Bus in an SOA
Service Mediation The Role of an Enterprise Service Bus in an SOA 2 TABLE OF CONTENTS 1 The Road to Web Services and ESBs...4 2 Enterprise-Class Requirements for an ESB...5 3 Additional Evaluation Criteria...7
More informationIncrease Business Intelligence Infrastructure Responsiveness and Reliability Using IT Automation
White Paper Increase Business Intelligence Infrastructure Responsiveness and Reliability Using IT Automation What You Will Learn That business intelligence (BI) is at a critical crossroads and attentive
More informationAutomating the Back Office. How BPM can help improve productivity in the back office
Automating the Back Office How BPM can help improve productivity in the back office 2 TABLE OF CONTENTS 1 Introduction...3 2 Transformation of the Back Office...4 3 TIBCO Customer Examples...6 4 The Future
More informationC o n s u lt i n g S e r v i c e s. TIBCO Service-Oriented IT Organizational Structure Best Practices: An Introduction
C o n s u lt i n g S e r v i c e s TIBCO Service-Oriented IT Organizational Structure Best Practices: An Introduction HIGHLIGHTS: The information described here is part of a series of introductory best
More informationAmdocs Network Rollout Solution. Cut time and cost for network rollout and change projects with process orchestration
Amdocs Network Rollout Solution Cut time and cost for network rollout and change projects with process orchestration Networks are evolving fast!! Introduction Service provider challenges With the massive
More informationwhitepaper Five Principles for Integrating Software as a Service Applications
Five Principles for Integrating Software as a Service Applications Table of Contents 4 Integrate Quickly 5 Ensure Real-Time Data 5 Control Costs 6 Integrate More and Faster 7 Build Mature Integration Capabilities
More informationRealizing the Full Scope of PLM with Business Process Management
IBM Software Group Realizing the Full Scope of PLM with Business Process Management Martin J Harris IBM Software Group Page Contents Executive Summary 2 Industry Trends 3 Fully Leveraging PLM 4 Traditional
More informationFrom the White Board to the Bottom Line
Thought Leadership Institute From the White Board to the Bottom Line The case for pursuing process maturity through business process management. 1 From the White Board to the Bottom Line Table of contents
More informationThe key to success: Enterprise social collaboration fuels innovative sales & operations planning
Manufacturing The key to success: Enterprise social collaboration fuels innovative sales & operations planning As the sales and operations planning leader, you have a few principal responsibilities: setting
More informationProcess, Workflow, and Rules Why do you need to care????
Process, Workflow, and Rules Why do you need to care???? Dan Morris and Joel Brandon Authors of Relational Systems Development, McGraw Hill, 1998 Re-engineering Your Business, McGraw Hill, 1994 and Just
More informationBusiness Process Management The Must Have Enterprise Solution for the New Century
Business Process Management The Must Have Enterprise Solution for the New Century 15200 Weston Parkway, Suite 106 Cary, NC 27513 Phone: (919) 678-0900 Fax: (919) 678-0901 E-Mail: info@ultimus.com WWW:
More informationUsers. Extending Visibility Across Your TIBCO Infrastructure and Beyond
White Paper Application Performance Management (APM) for TIBCO Users Extending Visibility Across Your TIBCO Infrastructure and Beyond Publication Date: October 2008 Abstract: TIBCO users may wish to expand
More informationCROSS INDUSTRY PegaRULES Process Commander. Bringing Insight and Streamlining Change with the PegaRULES Process Simulator
CROSS INDUSTRY PegaRULES Process Commander Bringing Insight and Streamlining Change with the PegaRULES Process Simulator Executive Summary All enterprises aim to increase revenues and drive down costs.
More informationTIBCO Live Datamart: Push-Based Real-Time Analytics
TIBCO Live Datamart: Push-Based Real-Time Analytics ABSTRACT TIBCO Live Datamart is a new approach to real-time analytics and data warehousing for environments where large volumes of data require a management
More informationLog Management Solution for IT Big Data
Log Management Solution for IT Big Data 1 IT Big Data Solution A SCALABLE LOG INTELLIGENCE PLATFORM FOR SECURITY, COMPLIANCE, AND IT OPERATIONS More than 1,300 customers across a variety of industries
More informationwhitepaper The Evolutionary Steps to Master Data Management
The Evolutionary Steps to Master Data Management Table of Contents 3 Introduction 4 Step 1: Implement a Foundational Service Layer 6 Step 2: Choose a style 11 Summary The Evolutionary Steps to Master Data
More informationOptimizing Cloud Efficiency Through Enhanced Visibility and Control. business White paper
Optimizing Cloud Efficiency Through Enhanced Visibility and Control business White paper If You Can t See the Problem, You Can t Fix the Problem and the More Accurate and Detailed Your View, the Better
More informationWebSphere Business Modeler
Discovering the Value of SOA WebSphere Process Integration WebSphere Business Modeler Workshop SOA on your terms and our expertise Soudabeh Javadi Consulting Technical Sales Support WebSphere Process Integration
More informationROUTES TO VALUE. Business Service Management: How fast can you get there?
ROUTES TO VALUE Business Service : How fast can you get there? BMC Software helps you achieve business value quickly Each Route to Value offers a straightforward entry point to BSM; a way to quickly synchronize
More informationaccess convergence management performance security
access convergence management performance security 2010 2009 2008 2007 WINNER 2007 WINNER 2008 WINNER 2009 WINNER 2010 Log Management Solution for IT Big Data 1 IT Big Data Solution A SCALABLE LOG INTELLIGENCE
More informationWhite Paper Take Control of Datacenter Infrastructure
Take Control of Datacenter Infrastructure Uniting the Governance of a Single System of Record with Powerful Automation Tools Take Control of Datacenter Infrastructure A new breed of infrastructure automation
More informationHP Service Manager software
HP Service Manager software The HP next generation IT Service Management solution is the industry leading consolidated IT service desk. Brochure HP Service Manager: Setting the standard for IT Service
More informationBusiness Process Modeling and Analysis with Savvion BusinessManager
White Paper Business Process Modeling and Analysis with Savvion BusinessManager Mar 2008 5104 Old Ironsides Drive Suite 205 Santa Clara, California 95054 408-330-3402 888-544-5511 www.savvion.com White
More informationWHITEPAPER. Beyond Infrastructure Virtualization Platform Virtualization, PaaS and DevOps
WHITEPAPER Beyond Infrastructure Virtualization Platform Virtualization, PaaS and DevOps Table of Contents 3 Business Demands and IT Challenges 6 State of the Art 6 Use Case: Large Bank 7 Use Case: Large
More informationwhitepaper critical software characteristics
australia +613 983 50 000 brazil +55 11 3040 4700 canada +1 416 363 7844 cyprus +357 5 845 200 france +331 5660 5430 germany +49 2 131 3480 ireland +353 1 402 9439 israel +972 3 754 6222 italy +39 06 5455
More informationFive Reasons Spotfire Is Better than Excel for Business Data Analytics
Five Reasons Spotfire Is Better than Excel for Business Data Analytics A hugely versatile application, Microsoft Excel is the Swiss Army Knife of IT, able to cope with all kinds of jobs from managing personal
More informationwhitepaper Ten Essential Steps for Achieving Continuous Compliance: A Complete Strategy for Compliance
Ten Essential Steps for Achieving Continuous Compliance: A Complete Strategy for Compliance Table of Contents 3 10 Essential Steps 3 Understand the Requirements 4 Implement IT Controls that Affect your
More informationSOA: The missing link between Enterprise Architecture and Solution Architecture
SOA: The missing link between Enterprise Architecture and Solution Architecture Jaidip Banerjee and Sohel Aziz Enterprise Architecture (EA) is increasingly being acknowledged as the way to maximize existing
More informationBlackStratus for Managed Service Providers
BLACKSTRATUS FOR MSP SOLUTION GUIDE PAGE TM BlackStratus for Managed Service Providers With BlackStratus MSP suite of solutions, you can quickly and effectively ramp up customer security offerings and
More informationAirline Disruption Management
Airline Disruption Management In a world of crowded planes and crowded skies, and where operational problems are quickly magnified by tight systemic constraints, one of the few ways airlines can truly
More informationSOMA, RUP and RMC: the right combination for Service Oriented Architecture
SOMA, RUP and RMC: the right combination for Service Oriented Architecture WebSphere User Group, Bedfont, 4th March, 2008 Keith Mantell Senior Solution Architect IBM Rational keith_mantell@uk.ibm.com March
More informationPredictive Intelligence: Identify Future Problems and Prevent Them from Happening BEST PRACTICES WHITE PAPER
Predictive Intelligence: Identify Future Problems and Prevent Them from Happening BEST PRACTICES WHITE PAPER Table of Contents Introduction...1 Business Challenge...1 A Solution: Predictive Intelligence...1
More informationAn Oracle Best Practice Guide April 2012. Best Practices for Designing Contact Center Experiences with Oracle RightNow CX Cloud Service
An Oracle Best Practice Guide April 2012 Best Practices for Designing Contact Center Experiences with Oracle RightNow CX Cloud Service Introduction... 1 Understanding the Problem... 2 Addressing the Problem
More informationOptimizing Automation of Internal Controls for GRC and General Business Process Compliance
Optimizing Automation of Internal s for GRC and General Business Process Compliance Whitepaper Compliancy Software, Inc. www.compliancysoftware.com Telephone: +1.919.342.6212 Email: info@compliancysoftware.com
More informationFive Reasons why Agile Won t Scale Without Automation
Five Reasons why Agile Won t Scale Without Automation September 2011 June 2011 Introduction The Agile software development methodology is composed of a number of techniques designed to help deliver incremental
More informationOpenText Cordys Business Process Management Suite
OpenText Cordys Business Process Management Suite Realizing ROI for enterprise BPM initiatives T oday s economic reality is one of extreme competition, very demanding customers, commoditization of products
More informationThe Broadening of Contact Centers Horizons
The Broadening of Contact Centers Horizons Genesys One Table of contents Why Contact Centers are the Life Blood of Companies?...1 Your Contact Center and You...1 Mapping the Contact Center of the Future...2
More informationBusiness Driven Process Optimization
An Oracle Solution Brief October 2013 Business Driven Process Optimization Introduction... 3 Improving Business Processes... 3 Being Business Driven... 3 Business-driven process design with Oracle BPM
More informationWonderware MES 4.0/Operations and Performance Software
Software Datasheet Summary Wonderware MES 4.0 gives manufacturers a full- Wonderware MES 4.0/Operations and Performance Software featured Manufacturing Execution System (MES) to effectively manage your
More informationBI and ETL Process Management Pain Points
BI and ETL Process Management Pain Points Understanding frequently encountered data workflow processing pain points and new strategies for addressing them What You Will Learn Business Intelligence (BI)
More informationBPM and SOA require robust and scalable information systems
BPM and SOA require robust and scalable information systems Smart work in the smart enterprise Authors: Claus Torp Jensen, STSM and Chief Architect for SOA-BPM-EA Technical Strategy Rob High, Jr., IBM
More informationMobility for Me. When used effectively Contextual Mobility can:
Mobility for Me Over 250 communications providers around the world trust TIBCO with the management of their products, services and the customers that use them. 2 Mobility for Me Create a communications
More informationSmart Data Center Solutions
Smart Data Center Solutions New Data Center Challenges Require New Solutions Data Center Architecture. Inside and Out. Data centers are mission-critical facilities. A silo-based approach to designing,
More informationSimplify survey research with IBM SPSS Data Collection Data Entry
IBM SPSS Data Collection Data Entry Simplify survey research with IBM SPSS Data Collection Data Entry Advanced, survey-aware software for creating surveys and capturing responses Highlights Create compelling,
More informationOrchestrated. Release Management. Gain insight and control, eliminate ineffective handoffs, and automate application deployments
Orchestrated Release Management Gain insight and control, eliminate ineffective handoffs, and automate application deployments Solution Brief Challenges Release management processes have been characterized
More informationData Center Solutions
Data Center Solutions New Data Center Challenges Require New Solutions Data Center Architecture. Inside and Out. Data centers are mission-critical facilities. A silo-based approach to designing, deploying
More informationInteractive Application Security Testing (IAST)
WHITEPAPER Interactive Application Security Testing (IAST) The World s Fastest Application Security Software Software affects virtually every aspect of an individual s finances, safety, government, communication,
More informationSOA Governance & Security How BPM Can Help Philip Larson, Director of Product Management, Appian Corporation
SOA Governance & Security How BPM Can Help Philip Larson, Director of Product Management, Appian Corporation Copyright 2006 Appian Corporation. All rights reserved. Agenda! SOA Intro! How BPM And SOA Fit
More informationEmpowering the Masses with Analytics
Empowering the Masses with Analytics THE GAP FOR BUSINESS USERS For a discussion of bridging the gap from the perspective of a business user, read Three Ways to Use Data Science. Ask the average business
More informationOptimizing Network Vulnerability
SOLUTION BRIEF Adding Real-World Exposure Awareness to Vulnerability and Risk Management Optimizing Network Vulnerability Management Using RedSeal november 2011 WHITE PAPER RedSeal Networks, Inc. 3965
More informationBest Practices in Release and Deployment Management
WHITEPAPER Best Practices in Release and Deployment Management Mark Levy Through 2016, a lack of effective release management will contribute up to 80% of production incidents in large organizations with
More informationFive Reasons to Take Your Virtualization Environment to a New Level
Five Reasons to Take Your Virtualization Environment to a New Level Study finds the addition of robust management capabilities drives 20 to 40 percent increases in key performance metrics WHITE PAPER Table
More informationApproach to Service Management
Approach to Service Management In SOA Space Gopala Krishna Behara & Srikanth Inaganti Abstract SOA Management covers the Management and Monitoring of applications, services, processes, middleware, infrastructure,
More informationAchieving Control: The Four Critical Success Factors of Change Management. Technology Concepts & Business Considerations
Achieving Control: The Four Critical Success Factors of Change Management Technology Concepts & Business Considerations T e c h n i c a l W H I T E P A P E R Table of Contents Executive Summary...........................................................
More informationBest practices in project and portfolio management
Business white paper Best practices in project and portfolio management Practical advice for achieving greater value and business benefits Table of contents 3 Introduction 3 The importance of best practices
More informationPredictive Intelligence: Moving Beyond the Crystal Ball BEST PRACTICES WHITE PAPER
Predictive Intelligence: Moving Beyond the Crystal Ball BEST PRACTICES WHITE PAPER Table of Contents Introduction...1 Business Challenge...1 A Solution: Predictive Intelligence...1 > Dynamic Thresholding...2
More informationEM-SOS! from Sandhill Consultants
Taming the Chaos of Uncontrolled Data Design: EM-SOS! from Sandhill Consultants Powered by Axis Software Designs Get the most from your CA ERwin data modeling investment with world-class professional services,
More informationFireScope + ServiceNow: CMDB Integration Use Cases
FireScope + ServiceNow: CMDB Integration Use Cases While virtualization, cloud technologies and automation have slashed the time it takes to plan and implement new IT services, enterprises are still struggling
More information<Insert Picture Here> Oracle Fusion: The New Standard for Enterprise Software
Oracle Fusion: The New Standard for Enterprise Software Ginger Conroy Global Sales Support The following is intended to outline our general product direction. It is intended for information
More informationEnterprise Risk Management in Compliance 360
Enterprise Risk Management in Compliance 360 2 Enterprise Risk Management in Compliance 360 Effective risk management involves identifying and understanding the risks the organization is faced with, analyzing
More informationSOLUTION BRIEF. An ArcSight Management Solution
SOLUTION BRIEF TIBCO LogLogic An Management Solution Table of Contents 3 State of Affairs 3 The Challenges 5 The Solution 6 How it Works 7 Solution Benefits TIBCO LogLogic An Management Solution State
More informationLeverage Micro- Segmentation To Build A Zero Trust Network
A Forrester Consulting Thought Leadership Paper Commissioned By VMware July 2015 Leverage Micro- Segmentation To Build A Zero Trust Network Table Of Contents Executive Summary... 1 Current Security Implementations
More informationwhitepaper Build vs. Buy: Pros and Cons of Four Log Management Strategies
Build vs. Buy: and of Four Log Management Strategies Table of Contents 3 Background: Logs Are Not an Option 3 The Log Management Process 4 Log Management Strategies 6 iderations for Choosing a Log Management
More informationSIEBEL CONTACT CENTER AND SERVICE APPLICATIONS
SIEBEL CONTACT CENTER AND SERVICE APPLICATIONS Deliver a great customer experience that sets you apart, improves efficiency and drives profitability with Oracle s Siebel Contact Center and Service applications.
More informationSolving Your Big Data Problems with Fast Data (Better Decisions and Instant Action)
Solving Your Big Data Problems with Fast Data (Better Decisions and Instant Action) Does your company s integration strategy support your mobility, big data, and loyalty projects today and are you prepared
More informationE2 COLLABORATIVE INVENTORY MANAGEMENT
Module Brief E2 COLLABORATIVE INVENTORY MANAGEMENT In today s globally distributed manufacturing environments, vendor managed inventory (VMI) is a proven approach to creating highly responsive, demand-driven
More informationnfx One for Managed Service Providers
NFX FOR MSP SOLUTION GUIDE nfx One for Managed Service Providers With netforensics MSP suite of solutions, you can quickly and effectively ramp up customer security offerings and increase your bottom line
More informationStreaming Analytics and the Internet of Things: Transportation and Logistics
Streaming Analytics and the Internet of Things: Transportation and Logistics FOOD WASTE AND THE IoT According to the Food and Agriculture Organization of the United Nations, every year about a third of
More informationMOVING TO THE NEXT-GENERATION MEDICAL INFORMATION CALL CENTER
MOVING TO THE NEXT-GENERATION MEDICAL INFORMATION CALL CENTER Pharma companies are improving personalized relationships across more channels while cutting cost, complexity, and risk Increased competition
More informationBPM and Simulation. A White Paper. Signavio, Inc. Nov 2013. Katharina Clauberg, William Thomas
BPM and Simulation A White Paper Signavio, Inc. Nov 2013 Katharina Clauberg, William Thomas Table of Contents 1. Executive Summary... 3 2. Setting the Scene for Process Change... 4 3. Identifying the Goals
More informationWHITE PAPER: STRATEGIC IMPACT PILLARS FOR OPTIMIZING BUSINESS PROCESS MANAGEMENT IN GOVERNMENT
WHITE PAPER: STRATEGIC IMPACT PILLARS FOR OPTIMIZING BUSINESS PROCESS MANAGEMENT IN GOVERNMENT IntelliDyne, LLC MARCH 2012 Strategic Impact Pillars for Optimizing Business Process Management in Government
More informationFor Infrastructure & Operations Professionals
Case Study: AMERICAN SYSTEMS Demonstrates The Value Of Business Service Management From Reactive To Proactive: Using Service Management To Leverage Integrated Event Correlation Executive Summary by Evelyn
More information