The Insider's Guide to Business and IT Agility
By Scott Byrnes, Vice President of Marketing, HandySoft , 01/03/2007
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BPM 1.0
The continued evolution of business process management (BPM) has changed the way
many companies and government agencies operate. By leveraging BPM suites, organizations
have streamlined and automated tasks, reduced turnaround time and helped ensure
regulatory compliance. BPM suites have helped financial institutions accelerate
loan processing, automotive manufacturers to improve quality, and global law firms
to eliminate paper. There is no doubt that BPM has added tremendous value to organizations
in virtually every industry. For BPM suites to realize their true potential, however,
they must evolve beyond simply enabling structured processes.
According to BPM experts, structured processes account for only 10% of the 'work' performed within organizations each day. The other 90% of work is executed in a completely dynamic, unstructured environment. In order to help organizations become more competitive in this dynamic world, BPM suites must evolve into dynamic systems that define tasks on the fly and allow managers to assign, delegate and track mission-critical work in real time. BPM suites must also become value-added tools for workers, enabling them to quickly and easily leverage the collective knowledge and information assets of the entire organization as they perform their jobs.
Static BPM Falls Short in the Dynamic Work Environment
Today's knowledge workers operate in an unstructured world of emails, phone
calls, instant messages and informal conversations. According to the Radicati
Group, a technology market research firm, the average corporate email user sends
and receives more than 16 MB of data per day, a figure expected to rise to more
than 21 MB by the end of the decade. Such an onslaught of email makes it difficult
for managers and executives to know what tasks require immediate attention,
which assignments have been delegated to others and the status of any given
activity. Oftentimes, supervisors are courtesy copied on so many emails they
can't tell which are truly important. Senior managers are left with no visibility
into the work as it is conducted, and have no way of knowing who should be held
accountable when something falls through the cracks. It is easy to imagine a
situation where a manager assigns a task to an employee who in turn delegates
that task to a colleague. If the work is not completed in a timely and efficient
manner, the manager may hold the wrong person accountable due to confusion in
ownership.
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ROUNDTABLE: Open Source Market Update
Insurance: Explore how SOA & BPM are driving down expenses and improving ROI
BPM VIEWPOINT: Are You Asking Yourself the Hard Questions about BPM in Today's Economy? 
BPM VIEWPOINT: Does Oracle/Sun Mean It's a Horse Race for BPM?
Managing Case Management Within BPM
BPM VIEWPOINT: How Do You Look at BPM?
When It Comes to BPM Type, It All Depends on You
BPM VIEWPOINT: Does Case Management Fill in the Gaps in the BPM Spectrum?
ebizQ is very interested in what you have to say. To contribute an article, an opinion, or to become a blogger, please contact Peter Schooff.
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June 3, 2009
One of the most compelling trends in the enterprise business technology space over the past year has been the emergence of cloud computing. In ebizQ’s upcoming Qcamp virtual un-conference, leading industry experts and practitioners will explore the role of service-oriented architecture (SOA) and business process management (BPM) in supporting cloud-computing initiatives. Additionally, the new skills that developers and IT managers need for successful cloud development will be discussed.Register
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