TRIP REPORT Business Process Improvement
|
|
- Joseph Glenn
- 7 years ago
- Views:
Transcription
1 8 11 November 2010 Cannes, France TRIP REPORT Business Process Improvement This year s Gartner Symposium/ITxpo was focused on the theme, Transitions, New Realities, Rules and Opportunities. This report offers an overview of what was on attendees minds and what they learned from Gartner analysts and one another. KEY TAKEAWAYs Many of the BPI attendees at Gartner Symposium/ITxpo reported that they are working on major process improvement and business transformation initiatives. These initiatives range from the rationalization and modernization of siloed systems as a result of merger-and-acquisition activity or regulatory or businessmodel changes to efforts to improve operating results by redesigning processes, and potentially reengineering the roles that manage them and the systems that support them. Attendees clearly recognized that processes are how the entire business works and creates business value. This reality makes business process both a unifying concept and a common enterprise language. Many attendees expressed a closely related concern with reconciling the business view of processes and its need for business process management (BPM) with existing application portfolios. Applications support processes, of course, but attendees at sessions, workshops and user roundtables recognized that an application is simply one type of resource used to execute portions of a process. With this broader view of process in mind, attendees were looking for better ways to coordinate all the resources involved in their processes and develop and implement better-managed processes. Key takeaways of the sessions and analyst/client interactions on the BPI track included the following: Processes are increasingly viewed as business assets, and business and IT leaders accordingly recognize the urgent need for BPM competencies. The dynamic process models used in BPM suites can help address and mitigate business market volatility and reduce the operational impact of various types of disruptive events. So-called best practices and a reliance on packaged applications can limit the creation of business value and reduce competitive advantage. Advancing the enterprise s ability to manage processes not simply work items or IT applications is more an issue of culture and competencies than of technology. conference Highlights Among the many presentations for the BPI track, six stood out for their level of attendance and the intensity of attendees interest: The BPM Scenario: From Operational Excellence to Adaptive Processes Enterprises increasingly recognize that business processes are essential assets, but the nature of those processes is changing dramatically. Ongoing market and business volatility, disruptive events and other pressures are driving a need for a more adaptive approach, one that extends beyond the operational excellence focus of packaged applications and best practices. The older approach to automating structured work is being overshadowed by a new focus on unstructured work and the need for new tools to better support not necessarily by automation the efforts of knowledge workers. Today s most advanced BPM suites provide a means of adapting processes to changing business environments, using dynamic process models that refl ect real-time processes and work execution and can automatically adjust to context changes, incorporate predictive analytics and enable immediate action by all business and IT stakeholders. 1
2 Evaluate process performance from two perspectives: Inside-out (focusing on efficiency and productivity) and outside-in (focusing on effectiveness and innovation). Expand your BPM focus to include unstructured process areas, and consider the approach Gartner describes as design by doing (see Social BPM: Design by Doing G ). Identify those strategic processes that will be the best candidates to incorporate explicit process management likely enabled using a BPM suite. Magic Quadrant: Business Process Management Suites A BPM suite is a state-of-the-art technology that integrates many BPM technologies to support the entire process improvement life cycle, from definition to implementation, monitoring and analysis, through ongoing optimization. This unified approach enables both business managers and IT professionals to work more collaboratively and effectively on all process design, development, execution and enhancement activities. The complexity of BPM usage scenarios makes the selection of a BPM suite exceptionally difficult. Gartner s Magic Quadrant for this market works to simplify and rationalize the evaluation and selection process by overlaying the Gartner-developed four corners framework with the four most common BPM suite scenarios (see Magic Quadrant for Business Process Management Suites G ): Specific process-based solution: BPM suite adoption may be driven by the need to coordinate a longestablished process and improve business performance through improving the coordination of missioncritical processes Continuous process improvement: In this scenario increasingly common in industries such as financial services, healthcare and communications the enterprise has pursued process thinking for some time and has now advanced to a continuous process improvement mentality. Redesign for process-based service-oriented architecture (SOA): The IT organization sometimes pushes business enthusiasm for BPM often because IT recognizes that BPM-enabled business agility can be dramatically enhanced by SOA. Business transformation: In this scenario, which is in some respects a culmination of the preceding three, senior business executives want to make a game changing play by rethinking entire business processes. This approach is typical of enterprises that have achieved higher levels of BPM maturity or are under severe strain from the economic downturn and are seeking to redefine their business models for survival. Recommendation: Use the scenario-based framework detailed in the Gartner Magic Quadrant to define your enterprisespecific BPM suite needs and identify the vendor and product that best addresses those needs. Roundtable: Key Roles and Responsibilities for BPM Success Becoming a process-managed enterprise has far-reaching effects on organization roles, staffing and responsibilities. An interactive analyst/user roundtable explored the roles, responsibilities and alternative organizational structures that can accelerate BPM maturity. Among the issues discussed: Why do business and IT roles need to change for BPM success? How should BPM roles and responsibilities be organized and staffed? And what are the best practices for making the transformation to a process-managed enterprise. Assess your enterprise s current state of BPM maturity, using Gartner s ITScore maturity assessment methodology (see ITScore for Business Process Management G ). Identity your most urgent pain points and critical issues that you want to focus on next. Review your existing organizational structure and identify the key roles that will help you resolve those critical issues quickly or move to the next phase in your BPM journey (see Role Definition and Organizational Structure: Business Process Improvement G ). 2
3 Business Rules Are King Business rules are everywhere, embedded in applications, integration tools, governance systems and, of course, employees heads and most are entirely unmanaged. Managing business rules effectively enhances processes, increases business agility and helps manage risk. It also helps prevent unacceptable risk and manages the risk directly related to doing business and to recognizing and seizing the opportunities created through risk. Managing rules involves deciding which rules should guide core behavior and can be used enterprisewide, and which rules need special variants because of local or customer requirements, geographical compliance issues and other concerns. Recognize the value of rules, flows and processes as metadata-driven assets. Learn the principles of business rule management and understand that it requires far more than a simple technology purchase. Focus on the real business rules the volatile, relevant, game-changing decision points. Monitor the technology market closely, because it is in a transitional stage. Integrate business rule management and BPM, because skills, roles and technologies overlap. Advancing Business Process Management Maturity Many enterprises have conducted successful business BPM projects, but establishing BPM as an ongoing organizational development program is difficult. Becoming a process-centric enterprise depends on your enterprise s structure and culture, process competencies, methodologies, metrics, and governance, as well as its installed technology and architecture. Attendees at this session learned that process maturity is a journey whose destination, path and rate of advance depend heavily on an enterprise s business goals, starting point and internal and external business conditions, and whose success requires a focus on delivering value at each stage along the way. Gartner s interactive ITScore maturity assessment methodology makes it possible to assess your current BPM maturity level across six dimensions. Enterprises can map their own journeys by tailoring the BPM maturity model to their specific cultures and needs, and set expectations for what remains to be learned and experienced. Identify a few experts early in the journey who can stay at least one step ahead of others. Adjust your plans to the needs of the specific project, and recognize that not every project needs to achieve the highest level of BPM maturity. Promote successes your own, and those reported in external case studies. Workshops The Gartner-developed ITScore maturity assessment methodology which has now been applied across a broad range of business and IT disciplines was the subject of an interactive workshop that was one of the best-attended and best-received BPI events in Cannes. The majority of the participants placed their enterprises and internal organizations at comparatively low levels of BPM maturity, many reporting that their approaches were still technology-centric. The participants broadly recognized that the starting point had to be understanding the enterprise s current maturity level. From there, their interest and concerns quickly centered on the people aspects of implementing a successful BPM maturity program. The need to communicate constantly with stakeholder and the entire enterprise and especially to note quick wins was seen as key to increasing buy-in and momentum. Metrics and measurement were also regarded as important tools for promoting successes, identifying areas where attention is needed and helping to establish process ownership. Establishing process ownership and embedding it in people s roles was another major discussion points. Incentives tied to performance metrics for example, completing a process within a specified time were viewed as a good start, though one that would not necessarily go beyond an individual s contribution to measure the end-to-end process. 3
4 Determine your immediate-priority issues and concerns and use the ITScore maturity model to define your areas of focus and next steps. Many process problems are inadvertently introduced at organizational boundaries. Identify an organizational boundary-crossing issue and gather baseline data to highlight the weakness. This is key to moving from Level 2 to Level 3 process maturity. Conduct a business process improvement proof-of-concept project to demonstrate value, build a business case for a process-based approach and share it with executives. Many proofs of concept can be done without changes to the technology environment, simply by eliminating outdated activities and duplicate data collection. Keynotes Welcome address, opening remarks and Gartner analyst opening keynote On the first day of Symposium, an ensemble of leading Gartner analysts took the audience through the impact of the industry dynamics that shaped this year s theme: Transitions: New Realities, Rules and Opportunities. We learned about the three new realities of our age: 1) the power of unprecedented choice; 2) a wild, open world as evidenced by the growing influence of social media and context-aware computing; and 3) a shift in mind-set from seeking outputs to ensuring outcomes. We were then taken through the three new rules of this new era: 1) smart control, which will replace the complete control that IT has historically had of its environments; 2) intelligent business, which will replace traditional business intelligence; and 3) IT dynamism, the migration of IT projects from being built to last toward IT projects that are built to change. Finally, we heard about two new opportunities: 1) the fusion of multiple existing and emerging technologies to create new business value; and 2) the wide-open opportunity to lead the initiatives underpinning the new opportunities will it be IT? Business line executives? Functional executives? There s no clear answer. Gartner Research Senior Vice President Peter Sondergaard also took the audience through the four broad trends that Gartner believes will alter IT and drive economic change: cloud computing, social computing, context-aware computing and Pattern-Based Strategy. What People Asked About The BPI track attendees at European Symposium/ITXpo attendees in general indicated they were attending the sessions to gain an understanding of What s going on? and then How do I start with BPM? as reflected in the following two general questions: How do I do BPM if I have packaged applications? Gartner s BPI analyst consistently advised attendees to recognize that an application is not a process. A packaged application may well be a big part of a process, but there are many other aspects to business processes and their management. Automating processes with applications is becoming secondary to the need for more dynamic business processes that coordinate rather than automate knowledge work. New dynamic business models and strong BPM suites offer tools to support unstructured business processes. How can I measure process performance and benefits to the business? A first step is to engage the entire enterprise in an analysis and discussion of end-to-end processes. Gartner estimates that 90% of process problems occur at gaps for example, between organizations, time zones, physical units and siloed systems. Discussions of this type can, at minimum, uncover problems that are easy to fix, such as duplicate data and effort and unnecessary process steps. Highlight the cost and time savings to be gleaned from such initial improvements. Build on this beginning and work with process owners to define business-oriented process metrics and industry benchmarks for comparison. 4
5 Things to Watch For The emergence of business process benchmarks. Enterprises are beginning to place pressure on vendors and consultants to share benchmarks. Vendors are currently selling the benchmarking information they have, but as in other areas, the increased enterprise pressure will force vendors to make benchmarks more readily available. Use these benchmarks both to evaluate your business processes and to make a business case for process improvement. An increase in unstructured work processes. More and more business processes require large concentrations of knowledge workers, and many of the enterprises represented at European Symposium/ITxpo employ large numbers of knowledge workers. Analysis, decision- making, negotiation, collaboration and other unstructured work cannot be automated, yet still needs to be supported. Look for tools that increase productivity without forcing too much structure. Checklists are one example of a technique that increases but does not force structure. The emergence of discrete new trends and technology. Hot trends such as social networking and communities and technologies such as cloud computing should be tracked. However, there is a danger in thinking of them as independent. The relationships between many of the emerging trends and technologies will provide the real advantages for creating and managing business processes. GARTNER Business Process Improvement COMMUNITY analysts Michele Cantara Research VP Focus Area Business Process Management John Dixon Research Director Focus Area Business Process Management Ian Puddy Sr Managing Partner Focus Area Sourcing Jim Sinur Research VP Focus Area Business Process Management 5
6 ITXPO SPONSORS FOR THE Business Process Improvement SYMPOSIUM COMMUNITY AT&T Global Network Services Autonomy Be Informed BT CA Technologies Cordys EMC Fadata LTD Lombardi Software Orange Business Services PNMsoft Software AG Tieto Virtusa 2011 ITxpo Sponsors Airwatch Architecting the Enterprise ArcSight Autonomy Boole Server BT Computer Associates UK Ltd Cordys Fabasoft Fadata AD Interactive Intelligence Interoute Communications ISYS Search Software itsystems AG OPNET Orange Business Services Perceptive Software Planview PNM Soft Portwise Qualiware Red Hat GMbH Sitecore Softex SonicWall SQS Software Quality Teamquest Thinprint AG Vidyo Wipro Symposium/ITxpo 2011 The World s Most Important Gathering of CIOs and Senior IT Executives It s not too early to start planning for next year. We hope to see you again 7 10 November 2011, in Cannes, France. Keep up with the latest news, alumni benefits and registration details as they are unveiled for this exciting event by visiting gartner.com/eu/symposium. Upcoming Business Process Improvement Role Event Gartner Business Process Management Summit 7 8 March 2011, London europe.gartner.com/bpm As a Symposium/ITxpo attendee, you qualify for our exclusive offer to register at the discounted rate of 1,895 that s 300 off the standard registration fee. To receive this special offer, register with priority code: SYMPD. You can also pass a special offer along to colleagues: they can save 300 on the standard registration fee when they register with priority code: SYMRAC. To take advantage of these special offers, visit europe.gartner.com/bpm or call Gartner, Inc. and/or its affiliates. All rights reserved. Gartner and ITxpo are registered trademarks of Gartner, Inc. or its affiliates. For more information, info@gartner.com or visit gartner.com. 6
TRIP REPORT Program & Portfolio Management
8 11 November 2010 Cannes, France TRIP REPORT Program & Portfolio Management This year s Gartner Symposium/ITxpo was focused on the theme, Transitions, New Realities, Rules and Opportunities. This report
More informationGartner IT Financial, Procurement & Asset Management Summit 2014. Trip Report. Overview
Gartner IT Financial, Procurement & Asset Management Summit 2014 Driving Business Outcomes: Control Costs, Mitigate Risks and Sustain Innovation Trip Report The Gartner IT Financial, Procurement & Asset
More informationApplication Overhaul. Key Initiative Overview
Scott D. Nelson Research Managing Vice President This overview provides a high-level description of the Application Overhaul Key Initiative. IT leaders can use this guide to understand how to develop an
More informationBusiness Intelligence & Information Management
15 18 November 2010 Sydney, Australia Trip Report Business Intelligence & Information Management This year s Gartner Symposium/ITxpo was focused on the theme, Transitions, New Realities, Rules and Opportunities.
More informationTop 10 Trends In Business Intelligence for 2007
W H I T E P A P E R Top 10 Trends In Business Intelligence for 2007 HP s New Information Management Practice Table of contents Trend #1: BI Governance: Ensuring the Effectiveness of Programs and Investments
More informationTRIP REPORT. Security & Risk Management Community KEY TAKE-AWAYS. Conference Highlights. 17 21 October 2010 Orlando, Florida
17 21 October 2010 Orlando, Florida TRIP REPORT This year s Gartner Symposium/ITxpo was focused on the theme, Transitions: New Realities, Rules and Opportunities. This report offers an overview of what
More informationProcess-Based Business Transformation. Todd Lohr, Practice Director
Process-Based Business Transformation Todd Lohr, Practice Director Process-Based Business Transformation Business Process Management Process-Based Business Transformation Service Oriented Architecture
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 informationSOA + BPM = Agile Integrated Tax Systems. Hemant Sharma CTO, State and Local Government
SOA + BPM = Agile Integrated Tax Systems Hemant Sharma CTO, State and Local Government Nothing Endures But Change 2 Defining Agility It is the ability of an organization to recognize change and respond
More informationWHITE PAPER: STRATEGIC IMPACT PILLARS FOR EFFICIENT MIGRATION TO CLOUD COMPUTING IN GOVERNMENT
WHITE PAPER: STRATEGIC IMPACT PILLARS FOR EFFICIENT MIGRATION TO CLOUD COMPUTING IN GOVERNMENT IntelliDyne, LLC MARCH 2012 STRATEGIC IMPACT PILLARS FOR EFFICIENT MIGRATION TO CLOUD COMPUTING IN GOVERNMENT
More informationAt the Heart of Business Transformation
At the Heart of Business Transformation The Art of Multi-Vendor Outsourcing Getting it Right with Governance, Collaboration, and Metrics Bhaskar Chavali EVP and Chief Delivery Officer, NIIT Technologies
More informationAgenda Overview for Marketing Management, 2015
G00270720 Agenda Overview for Marketing Management, 2015 Published: 18 December 2014 Analyst(s): Richard Fouts Increased participation in strategic business decisions and an evolving organization put new
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 informationPartnering for Success: Transitioning from Shared Services to Global Business Services
WIPRO CONSULTING SERVICES Partnering for Success: Transitioning from Shared Services to Global Business Services www.wipro.com/consulting Partnering For Success: Transitioning from Shared Services to Global
More informationTrip Report Program & Portfolio Management
15 18 November 2010 Sydney, Australia Trip Report Program & Portfolio Management This year s Gartner Symposium/ITxpo was focused on the theme, Transitions, New Realities, Rules and Opportunities. This
More informationBusiness Process Management's Success Hinges on Business-Led Initiatives
Business Process Management's Success Hinges on Business-Led Initiatives 26 July 2005 Michael James Melenovsky Source: Gartner Note Number: G00129411 Organizations that had the most-successful BPM initiatives
More informationAccenture and Oracle: Leading the IoT Revolution
Accenture and Oracle: Leading the IoT Revolution ACCENTURE AND ORACLE The Internet of Things (IoT) is rapidly moving from concept to reality, as companies see the value of connecting a range of sensors,
More informationERP. Key Initiative Overview
Jeff Woods Research Managing Vice President This overview provides a high-level description of the ERP Key Initiative. IT leaders can use this overview to better understand what they need to do to prepare
More information10 Reasons Why Project Managers Need Project Portfolio Management (PPM)
10 Reasons Why Project Managers Need Project Portfolio Management (PPM) Introduction Many project managers might think they are doing just fine with spreadsheets or basic project management software and
More informationIdentity and Access Management. Key Initiative Overview
Ray Wagner Research Managing Vice President This overview provides a high-level description of the Identity and Access Management Key Initiative. IT leaders can use this guide to understand what they need
More informationThe role of integrated requirements management in software delivery.
Software development White paper October 2007 The role of integrated requirements Jim Heumann, requirements evangelist, IBM Rational 2 Contents 2 Introduction 2 What is integrated requirements management?
More informationHow to stay competitive in a converging healthcare system kpmg.com
Managing risk in a transforming healthcare organization How to stay competitive in a converging healthcare system kpmg.com 2 Healthcare Risk Management Managing the risk of healthcare transformation Healthcare
More informationRO-Why: The business value of a modern intranet
RO-Why: The business value of a modern intranet 1 Introduction In the simplest terms, companies don t build products, do deals, or make service calls people do. But most companies struggle with isolated
More informationGlobal Access to More Than 10,000 Enterprise IT Decision Makers
Sponsor Prospectus The world s most important gathering of CIOs and senior IT executives Global Access to More Than 10,000 Enterprise IT Decision Makers Celebrating 20 Years of Commitment and Performance
More informationThe Value in People, Patterns and Possibilities. A note from our conference chairs
Your reaction to the 2010 agenda 96% of attendees said they would recommend this conference to their colleagues! 73% of attendees said the agenda was properly balanced between strategic and tactical content
More informationStrategic Meetings Management Getting Started
Strategic Meetings Management Getting Started Introduction and Welcome Kevin Iwamoto Vice President Enterprise Strategy, StarCite 25+ Industry Veteran 14 years as a Global Travel & Meetings Procurement
More informationIDC Enterprise Architecture 2015
UK & Ireland POST-EVENT REPORT IDC Enterprise Architecture 2015 Shifting from Principle to Practicality A fantastically well run event with relevant and up to date content. Would recommend! Royal Philips
More informationBusiness Process Management (BPM) Cloud, Mobile, and Patterns Market Shares, Size, Strategies and Forecasts 2014 to 2020: Radiant Insights, Inc
Business Process Management (BPM) Cloud, Mobile, and Patterns Market Shares, Size, Strategies and Forecasts 2014 to 2020: Radiant Insights, Inc WinterGreen Research announces that it has published a new
More informationContents WHITE PAPER. Introduction
Contents Introduction... 2 Focus Areas for Digital Transformation of Your Business Systems... 3 User Experience Transformation - Re-Design for modern user experience... 4 Cloud enablement Augment Digital
More informationAgenda Overview for Healthcare, 2013
Industry Research G00245392 Agenda Overview for Healthcare, 2013 Published: 2 January 2013 Analyst(s): Thomas J. Handler, M.D. Healthcare organizations face intense pressure to control costs, while improving
More informationIT asset management (ITAM) will proliferate in midsize and large companies.
Research Publication Date: 2 October 2008 ID Number: G00161024 Trends on Better IT Asset Management Peter Wesche New exiting trends will lead to a higher adoption of asset management methodologies. Tighter
More informationProject, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway?
Project, Portfolio Management (PPM) for the Enterprise Whose System is it Anyway? Protecting Your Investment with a Bottom-up Approach Revised December 2012 Heather Champoux, PMP http://epmlive.com Contents
More informationOverview and Frequently Asked Questions
Overview and Frequently Asked Questions OVERVIEW Oracle is pleased to announce that we have completed our acquisition of Siebel Systems and we are now operating as one. As the leader in customer relationship
More informationBrief: GE Positions Itself As A Digital Industrial Leader
FOR CIOS Brief: GE Positions Itself As A Digital Industrial Leader by John C. McCarthy Why Read This Brief GE recently hosted Minds + Machines 2015, its fourth annual industrial Internet marketing and
More informationTO TRANSFORM TO THE DIGITAL ENTERPRISE
CONVERGING BUSINESS AND IT TO TRANSFORM TO THE DIGITAL ENTERPRISE TABLE OF CONTENTS 1 The Digital Enterprise imperative 2 BPM and EA not such strange bedfellows after all 3 Building the Digital Enterprise
More informationEMA CMDB Assessment Service
The Promise of the CMDB The Configuration Management Database (CMDB) provides a common trusted source for all IT data used by the business and promises to improve IT operational efficiency and increase
More informationAn Oracle White Paper September 2013. SOA Maturity Model - Guiding and Accelerating SOA Success
An Oracle White Paper September 2013 SOA Maturity Model - Guiding and Accelerating SOA Success Executive Overview... 2 Introduction... 2 SOA Maturity Model... 2 Capabilities and Domains... 2 Maturity...
More informationProcess-Centric Back Office Transformation
Industry Insights Banking Process-Centric Back Office Transformation Executive Summary By driving back-office efficiency, banks and other financial institutions seek to lower expenses and reduce business
More informationHP Strategic IT Advisory Services
HP Strategic IT Advisory Services Optimizing the value of IT investment Brochure The world has changed dramatically, and we increasingly live in a world where enterprise and personal IT experiences are
More informationPUB (MPI) 1-62 Reference: Gartner Scorecard
Information Requests Round 1 PUB (MPI) 1-62 Reference: Gartner Scorecard PUB/MPI 2-23 2013 GRA a) Please file an update to the response to Gartner s recommendations provided at PUB/MPI 2-23 from last year
More informationBrochure HP Workflow Discovery for FSI
Brochure HP Workflow Discovery for FSI Enhance productivity, improve processes and reduce costs Businesses today need to run more efficiently, and you re probably considering every alternative to help
More informationFUJITSU Transformational Application Managed Services
FUJITSU Application Managed Services Going digital What does it mean for Applications Management? Most public and private sector enterprises recognize that going digital will drive business agility and
More informationAssessing Your Information Technology Organization
Assessing Your Information Technology Organization Are you running it like a business? By: James Murray, Partner Trey Robinson, Director Copyright 2009 by ScottMadden, Inc. All rights reserved. Assessing
More informationThe value of partners
The value of partners HP engages with partners in a predictable way to enhance our mutual profitability, to grow our combined business, to augment capabilities, to extend market reach, and to increase
More informationMoving Service Management to SaaS Key Challenges and How Nimsoft Service Desk Helps Address Them
Moving Service Management to SaaS Key Challenges and How Nimsoft Service Desk Helps Address Them Table of Contents Executive Summary... 3 Introduction: Opportunities of SaaS... 3 Introducing Nimsoft Service
More informationData Center Fabrics and Their Role in Managing the Big Data Trend
Data Center Fabrics and Their Role in Managing the Big Data Trend The emergence of Big Data as a critical technology initiative is one of the driving factors forcing IT decision-makers to explore new alternatives
More informationElevating the Customer Experience in the Mobile World
Elevating the Customer Experience in the Mobile World Mobile devices are now an ever-present feature of our daily lives Tablets, phones, watches we rely on them and the applications and services that they
More informationPROVING THE ROI OF BPM IN FINANCIAL SERVICES
PROVING THE ROI OF BPM IN FINANCIAL SERVICES A GUIDE TO SHOWCASING RETURN ON INVESTMENT FOR YOUR BPM INITIATIVE PROVING THE ROI OF BPM IN FINANCIAL SERVICES TO CONVINCE EXECUTIVES THAT BPM INITIATIVES
More informationBUILDING THE NEW BUSINESS CASE FOR ITAM
BEYOND TOOLS: BUSINESS INTELLIGENCE MEETS ANALYTICS BUILDING THE NEW BUSINESS CASE FOR ITAM Frank Venezia, Siwel Consulting, Inc. Steffani Lomax, Siwel Consulting, Inc. White Paper - November 2013 SM Building
More informationBI STRATEGY FRAMEWORK
BI STRATEGY FRAMEWORK Overview Organizations have been investing and building their information infrastructure and thereby accounting to massive amount of data. Now with the advent of Smart Phones, Social
More informationOverview of Business Process Management
Overview of Business Process Management A DevelopIntelligence Publication Written By: Jay A. Miller Overview of Business Process Management Version 1.2 Publication date: Feb 29, 2008 This material is licensed
More informationmysap ERP FINANCIALS SOLUTION OVERVIEW
mysap ERP FINANCIALS SOLUTION OVERVIEW EFFECTIVE FINANCIAL MANAGEMENT ... IS KEY TO BUSINESS SUCCESS mysap ERP FINANCIALS YOUR BUSINESS, YOUR FUTURE, YOUR SUCCESS mysap ERP is the world s most complete
More informationStart Anywhere and Go Everywhere with Cloud Services for HR
SAP Brief SAP Services Cloud Services for Human Capital Management Objectives Start Anywhere and Go Everywhere with Cloud Services for HR Propel your business to success Propel your business to success
More informationSix Drivers For Cloud Business Growth Efficiency
Behind Every Cloud, There s a Reason Analyzing the Six Possible Business and Technology Drivers for Going Cloud CONTENTS Executive Summary Six Drivers for Going Cloud Business Growth Efficiency Experience
More informationINNOTAS EBOOK The Transformational CIO
INNOTAS EBOOK The Transformational CIO The Change Agent That Drives Business Strategy Table of Contents Introduction.... 3 Shifting the Focus to Strategic IT Projects.... 4 Adding Value Through IT Operations....
More informationClosing the Business Analysis Skills Gap
RG Perspective Closing the Business Analysis Skills Gap Finding the immediate solution and preparing for the long term As the Business Analysis bar is raised, skilled BAS become harder to find. Susan Martin
More informationThe changing role of the IT department in a cloud-based world. Vodafone Power to you
The changing role of the IT department in a cloud-based world Vodafone Power to you 02 Introduction With competitive pressures intensifying and the pace of innovation accelerating, recognising key trends,
More informationGartner Symposium/ITxpo Africa 2013 Analyst Areas of Coverage
Analyst Biography Symposium Presentations Example Issues She Can Assist With Alexa Bona Software Licensing Alexa is responsible for coverage of future trends in software licensing and pricing practices,
More informationOptimizing the Data Center for Today s State & Local Government
WHITE PAPER: OPTIMIZING THE DATA CENTER FOR TODAY S STATE...... &.. LOCAL...... GOVERNMENT.......................... Optimizing the Data Center for Today s State & Local Government Who should read this
More informationCertified Information Professional 2016 Update Outline
Certified Information Professional 2016 Update Outline Introduction The 2016 revision to the Certified Information Professional certification helps IT and information professionals demonstrate their ability
More informationBPM Perspectives Positioning and Fitment drivers
BPM Perspectives Positioning and Fitment drivers BPM is a commonly used and much hyped acronym. It popularly stands for Business Process Management but now it achieves much more than just that. Especially
More informationTransform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group
SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation
More informationDigital Business Services Topic Area Theaters May 17-19, 2016 Orlando, FL
Digital Topic Area Theaters May 17-19, 2016 Orlando, FL Session ID Title Abstract Time and Location DB34027 Exploit Business Benefit Cases to Accelerate and Improve Processes DB34011* DB34008 DB34051*
More informationCase Study. We are growing quickly, and Saba is key to that successful growth.
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
More informationStrategic Planning. Key Initiative Overview
David Aron Research Vice President This overview provides a high-level description of the Strategic Planning Key Initiative. IT leaders can use it to create strategies that help the business win, and change
More informationSAP ERP FINANCIALS ENABLING FINANCIAL EXCELLENCE. SAP Solution Overview SAP Business Suite
SAP Solution Overview SAP Business Suite SAP ERP FINANCIALS ENABLING FINANCIAL EXCELLENCE ESSENTIAL ENTERPRISE BUSINESS STRATEGY PROVIDING A SOLID FOUNDATION FOR ENTERPRISE FINANCIAL MANAGEMENT 2 Even
More informationCloud Computing. Key Initiative Overview
David W. Cearley Research Vice President and Gartner Fellow This overview provides a high-level description of the Cloud Computing Key Initiative. IT leaders can use this guide to understand what they
More informationVirtualization. Key Initiative Overview
Philip Dawson Research Vice President Virtualization brings flexibility, agility and increased capabilities to enterprise users. IT leaders can use this overview to assess their virtualization needs and
More informationEstablishing Testing Knowledge and Experience Sharing at Siemens
WWW.QUALTECHCONFERENCES.COM Europe s Premier Software Testing Event World Forum Convention Centre, The Hague, Netherlands The Future of Software Testing Establishing Testing Knowledge and Experience Sharing
More informationVENDOR SELECTION: WHERE TO BEGIN?
VENDOR SELECTION: WHERE TO BEGIN? INTRODUCTION Selecting the right software for your organization, regardless if it s a best-of breed HR or Sales application or a full-fledged ERP system, can be a daunting
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 informationMagic Quadrant for Intelligent Business Process Management Suites
Magic Quadrant for Intelligent Business Process Management Suites 17 March 2014 ID:G00255421 Analyst(s): Teresa Jones, W. Roy Schulte, Michele Cantara VIEW SUMMARY This ibpms Magic Quadrant positions 14
More informationGUIDE TO ERP IMPLEMENTATIONS: WHAT YOU NEED TO CONSIDER
GUIDE TO ERP IMPLEMENTATIONS: WHAT YOU NEED TO CONSIDER INTRODUCTION You have decided that your business needs a change. It may be to keep up with your competition, to become more efficient and lower operational
More informationA Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration
May 2012 A Guide for a Successful ERP Strategy in the Midmarket: Selection, Services, and Integration Enterprise Resource Planning (ERP) has been defined as an operational and transactional system of record.
More informationPaperless Office Solution Framework for Banking & Financial Services A Business Process Automation (BPA) Approach
Paperless Office Solution Framework for Banking & Financial Services A Business Process Automation (BPA) Approach A White Paper Santosh Khanolkar Platform Strategy Advisor, Microsoft Corporation India
More informationORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL
ORGANIZED FOR BUSINESS: BUILDING A CONTEMPORARY IT OPERATING MODEL Time is running out for the traditional, monopolistic IT model now that users have so many alternatives readily available. Today s enterprises
More informationModule 6 Essentials of Enterprise Architecture Tools
Process-Centric Service-Oriented Module 6 Essentials of Enterprise Architecture Tools Capability-Driven Understand the need and necessity for a EA Tool IASA Global - India Chapter Webinar by Vinu Jade
More informationVMworld 2015 Track Names and Descriptions
Software- Defined Data Center Software- Defined Data Center General VMworld 2015 Track Names and Descriptions Pioneered by VMware and recognized as groundbreaking by the industry and analysts, the VMware
More informationWHITE PAPER. Five Steps to Better Application Monitoring and Troubleshooting
WHITE PAPER Five Steps to Better Application Monitoring and Troubleshooting There is no doubt that application monitoring and troubleshooting will evolve with the shift to modern applications. The only
More informationAgile Change: The Key to Successful Cloud/SaaS Deployment
WIPRO CONSULTING SERVICES Agile Change: The Key to Successful Cloud/SaaS Deployment www.wipro.com/consulting Agile Change: The Key to Successful Cloud/SaaS Deployment By Robert Staeheli and Gregor Marshall
More informationBIG DATA + ANALYTICS
An IDC InfoBrief for SAP and Intel + USING BIG DATA + ANALYTICS TO DRIVE BUSINESS TRANSFORMATION 1 In this Study Industry IDC recently conducted a survey sponsored by SAP and Intel to discover how organizations
More informationWHITE PAPER CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY
WHITE PAPER CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY CREATING A CUSTOMER-CENTRIC COMMUNICATIONS STRATEGY Executive Summary This white paper is designed to help you create a customer communications
More informationMicrosoft SOA Roadmap
Microsoft SOA Roadmap Application Platform for SOA and BPM Thomas Reimer Enterprise Technology Strategist, SOA and BPM Microsoft Corporation (EMEA) Trends and Roadmap THE FUTURE OF DYNAMIC IT Market Trends
More informationTable of Contents. Technical paper Open source comes of age for ERP customers
Technical paper Open source comes of age for ERP customers It s no secret that open source software costs less to buy the software is free, in fact. But until recently, many enterprise datacenter managers
More informationDoes Your Business Strategy Prioritize Talent Management?
ISSUE ANALYSIS Does Your Business Strategy Prioritize Talent Management? Successful talent management strategy starts with leadership By: Lynn Roger, Chief Talent Officer, BMO Financial Group Executive
More informationIMPLEMENTING A SECURITY ANALYTICS ARCHITECTURE
IMPLEMENTING A SECURITY ANALYTICS ARCHITECTURE Solution Brief SUMMARY New security threats demand a new approach to security management. Security teams need a security analytics architecture that can handle
More informationBusiness ByDesign. The SAP Business ByDesign solution helps you optimize project management
SAP Functions in Detail SAP Solutions for Small Businesses and Midsize Companies Efficient Project Management Drive Project Success with SAP Business ByDesign The SAP Business ByDesign solution helps you
More informationIt s tough to make the right IT decisions...
It s tough to make the right IT decisions... 2016 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative
More informationEnterprise Architecture Program. Key Initiative Overview
Richard Buchanan Research Managing Vice President This overview provides a high-level description of the Enterprise Architecture Program Key Initiative. IT leaders can use this guide to understand what
More informationFive Core Principles of Successful Business Architecture
Five Core Principles of Successful Business Architecture Authors: Greg Suddreth and Whynde Melaragno Strategic Technology Architects (STA Group, LLC) Sponsored by MEGA Presents a White Paper on: Five Core
More informationWhat is a process? So a good process must:
PROCESS DESIGN BEST PRACTICES TABLE OF CONTENTS 1 What is a process? 2 The five Ws of process design 3 Standards are key 4 The how creating a model 5 How do you know when you have finished? 6 About ARIS
More informationHow Do Your BPM Metrics Measure Up? 2013 by Peter Fingar
How Do Your BPM Metrics Measure Up? 2013 by Peter Fingar If you cannot measure it, you cannot improve it. -- Lord Kelvin (1824-1907), Scottish mathematician and physicist Two Vital Business Questions and
More informationEMC PERSPECTIVE. The Private Cloud for Healthcare Enables Coordinated Patient Care
EMC PERSPECTIVE The Private Cloud for Healthcare Enables Coordinated Patient Care Table of Contents A paradigm shift for Healthcare IT...................................................... 3 Cloud computing
More informationIT Governance. Key Initiative Overview
Michael Gerrard Research Vice President and Distinguished Analyst IT governance addresses two major topics: demand governance ( doing the right things ) and supply-side governance ( doing things right
More informationBusiness Continuity Trends and Risk Considerations Financial Executives International Portland Chapter June 12 2013
Business Continuity Trends and Risk Considerations Financial Executives International Portland Chapter June 12 2013 Chitra Gopalakrishnan Director KPMG LLP Agenda Introduction Business Continuity / Disaster
More information04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information
1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES
More informationOpen networks: Turning the vision into reality
Open networks: Turning the vision into reality Today s growing ecosystem of open networking technologies helps IT leaders deliver exceptional agility, scalability and manageability to their data center
More informationSHARED SERVICES OR OUTSOURCING?
SHARED SERVICES OR OUTSOURCING? Assessing Scope, Process Maturity and Organizational Design Kevin Lewis, ISG Director; CPA, CGMA www.isg-one.com INTRODUCTION As organizations grow in size and complexity,
More informationInsight Driven Health. Collaborative technologies: working smarter in the NHS
Insight Driven Health Collaborative technologies: working smarter in the NHS NHS organisations are finding it necessary to demand more from employees; workers are expected to be constantly informed in
More informationStrategic Management of Learning Assets
C a s e S t u d y Strategic Management of Learning Assets Implementing an Enterprise-wide Learning Content Management System Chris Howard October 2005 Bersin & Associates Strategic Management of Learning
More information