...Gartner Business Process Management Summit 2013 13 – 14 March | London, UK | gartner.com/eu/bpm Aspire, Challenge, Transform: Driving Breakthrough Business Performance TriP rePorT The annual Gartner Business Process Management Summit was held on 13 – 14 March 2013, at the Park Plaza Westminster Bridge. This report summarizes and provides highlights from the event. SAve The DATe The Gartner Business Process Management Summit 2014 will take place on 19 – 20 March in London, UK. We hope to see you again! overview This year’s event was focusing on helping delegates break free from small scale, iterative BPM projects to deliver truly game-changing business transformation. In the opening presentation of the summit, Summit Chair John Dixon invited you to aspire to greater things, to challenge the status quo in your organizations and to transform your organizations using BPM. We carried this theme into our keynotes and track presentations, and we hope it has helped to spark some new ideas that will make a difference to you and your organization. TABle of ConTenTS Park Plaza Westminster Bridge, London, UK Tina Nunno speaking at the Gartner Business Process Management Summit 2013 2 3 5 Key Take-Aways Keynote Sessions Top of Mind Concerns — What Attendees Asked About Top 10 Most-Attended Sessions Attendee Snapshot Top 10 best-rated sessions Sponsors Post Event Resources 5 5 6 7 8 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a...
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...Software Documentation Process Improvement ISMG 6040 Spring 2011 Dr. Judy Scott Margaret Irene Wallace May 5, 2011 Contents 1. Executive Summary 3 2. Organizational Overview 3 3. Competitive Environment & Strategy 3 4. Oracle’s Fusion Middleware Department 4 5. Business Process Problem Discussion 5 5.1 Project Roadmap 6 6. Results & Findings 8 6.1 Understanding the Current Process 9 6.2 Redesign – Requirements and Design 12 6.3 Oracle 11g – BPM Criteria and ROI & Success Criteria 15 6.4 Develop, Test, Implement, Train 18 6.5 Coping with Cultural Resistance 19 Appendix A: Modeling Experience 20 Appendix B: Process Description 23 Appendix C: Inputs and Outputs 24 Appendix D: Governing Rules for Process Steps 25 References 26 1. Executive Summary The process for creating and publishing software documentation at Oracle is lengthy and involves several roles and departments. The software documentation departments and the number of products they are responsible for have grown tremendously over the years due to acquisitions. However, the documentation process and its tools have not scaled well. There is no overall set of tools for the entire process. Email is the primary communication method, and is the basis for routing work from one step and role to the next. These steps are not automated, and the steps which are automated use out of date, non-integrated tools. The process is overdue for a comprehensive analysis and redesign...
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...(BSS001-6) TABLE OF CONTENTS Pg 1. Executive summary……………………………………………………….......3 2. Introduction……………………………………………………………….…....4 3. Importance of the Study……………………………………………………....5 * BPMs relevance & Importance to Information Systems……………...5 4. Research problems and significance………………………………….........6 5. Contributions and originality……………………………………………...….7 6. Theoretical arguments………………………………………………………..8 *The Contingency Theory……………………………………………...….8 * Dynamic Capabilities Theory:……………………………………..…….9 *Task Technology Fit………………………………………………..….….9 7. Research methods ……………………………………………………..….....9 *An outline of the methods used for the research study……..…......…9 *Description of methods…………………………………………….......10 *Analysing the Methods suitability for the study………………………10 8. Key Findings of the study ………………………………………………..…12 9. Research Limitations ……………………………………………………….13 10. Suggestions for future research……………………………………….….14 11. Conclusion…………………………………………………………………...15 12. References…………………………………………………………………..16 13. Appendix* EXECUTIVE SUMMARY According to Zairi’s (1997) definition, BPM is the ability to consistently enhance integral activities within vital company operations, with the use of a procedure which is well structured...
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...Nadiminti Flat-402, Alekhya's Temple Trees, Golden Tulip Estates, Kondapur, Hyderabad-500084 Ph: 9657729679 Email : sribharanid@gmail.com Objective To obtain a position where I can contribute my knowledge, skills and experience as a professional which will mutually benefit me, my employer and my work team. Qualification Summary Over 3.5 years of professional experience in technical documentation and manual testing. I have been associated with companies catering to automotive and BPM domains. My primary job responsibilities included : 1. Documenting test cases, test reports. 2. Preparing test plans. 3. Writing user guides, requirement analysis documents. 4. Manual testing, QA. Skills 1. Excellent verbal and written communication skills. 2. Technical skills : MS-Office, MS-Visio. 3. Worked on Windows 98/XP/NT platforms. Professional Abilities 1. A flexible professional, I have the ability and experienced to handle different projects at a time. 2. Pro-actively and boldly, plan and create the work distribution amongst the team and ensure the deliverables on time. 3. Analyze and understand the inputs from seniors and other teams and come up with appropriate drafts as per requirement. 4. Good team...
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...TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 2 3. METHODOLOGY 3 3.1 Research Objectives 3 3.2 Research Methods 3 3.3 Justifying the Research Methods 4 3.4 The impact of BI on Sensible Solution Ltd 4 4. LITERATURE REVIEW 7 4.1 BI Architecture and components 8 4.2 Enterprise Resource Planning (ERP) 9 4.3 Levels Of Strategy Within An Organisation And Linkage To Bi 11 4.3.1 The Corporate Level Strategy 11 4.3.2 Business-Level Strategy 12 4.3.4 Operational Strategy 13 4.3.5 Bi implementation strategies 14 4.3.5 Balance Scorecard (BSC) 15 5. The Macro Environment of Sensible Solution Ltd 17 5.1 Swot Analysis 17 5.2 Pestle Analysis 18 6. CONCLUSION/RECOMMENDATIONS 19 7. REFERENCES 21 LIST OF FIGURES Figure 1:Linking Sensible Solution Ltd strategy and goals with Business Intelligence 5 Figure 2:Linkage in Organisation & Functional Benefits of Business Intelligence 6 Figure 3:What business intelligence means in practice 7 Figure 4:The Road Map of BPM define the steps that the company needs to follow as a guide to ensure that the I.T Strategic has the same goals as business strategy 9 Figure 5:ERP integration of all departments within organisation 10 Figure 6:The Enterprise Data Model is the Foundation for Linking Strategy and Analytic Capabilities - it Links the Data to the Business Strategy 11 Figure 7:Business Strategy and BI capabilities 12 Figure 8:The layout of Corporate Strategy, Business Strategy and...
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...Vulnerabilities ………………………………………………….2 Hardware Vulnerability………………………………….......2 Policy Vulnerability …………………………..……………..3 Recommended Solutions…………………………………….... 5 Hardware Solutions ……………………...………………..…5 Policy Solutions ……………………………...……………...10 Budget ………………………………………………………….12 Summary ………………………………………………………13 References……………………………………………………...14 Company Overview Aircraft Solutions (AS) company located in Southern California design and fabricates component products and provide services for companies in the electronics, commercial, defense, and aerospace industry. The mission of AS is to provide customer success through machined products and related services, and to meet cost, quality, and schedule requirements. AS uses Business Process Management (BPM) to handle end-to-end processes. BPM system is designed to connect customers, vendors, and suppliers. Security Weakness In the communication between AS’s headquarter and its two departments make the AS’s headquarter assets are targeted, I will discuss here about the vulnerabilities in software and the policy. Company’s Assets The assets for AS are the Business Process Management, BPM, system and the servers used to store customer data such as project information, computer aided design and development models, and intellectual properties. Vulnerabilities Hardware vulnerability Aircraft Solution Company has a major weakness in the network architecture as we noticed...
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...bpmnBPMN and Business Process Management Introduction to the New Business Process Modeling Standard By Martin Owen and Jog Raj, Popkin Software BPMN and Business Process Management Executive Summary ....................................................................................... 3 Introducing BPMN .......................................................................................... 4 BPMN Enables Business Process Management (BPM)......................................... 4 BPMI.ORG Created to Establish BPM Standards ............................................. 4 Rigor of the BPMI.ORG Standards ............................................................... 5 BPMN Enables Modeling of B2B and B2C ......................................................... 5 BPMN Maps to Business Execution Languages.................................................. 5 BPMI.ORG Works with OASIS for e-Business Standards.................................. 5 BPMN Models Web Services .......................................................................... 6 A First Look at BPMN ...................................................................................... 7 Modeling Business Events ............................................................................. 8 More Complex Events -- Specifying Trigger Types ......................................... 8 Business Processes, Sub-Processes, and Tasks ...............................................10 Decomposing Your Processes Into...
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...COPD Case Study Part 1 Patient name: DH DOB: 7/14 Admit Date: 8/23 Age: 65 Sex: Male Education: Bachelor's degree Occupation: Retired manager of local grocery chain Hours of work: N / A Household members: Wife age 62, well; four adult children not living in the area Ethnic background: Asian American Religious affiliation: Methodist Referring physician: Marie McFarland, MD (pulmonary) Chief complaint: "My husband has had emphysema for many years. He was working in the yard today and got really short of breath. I called our doctor, and she said to go straight to the emergency room.” Patient history: Onset of disease: The patient has a long-standing history of COPD secondary to chronic tobacco use, 2 PPD for 50 years. He was in his usual state of health today with marked limitation of his exercise capacity due to dyspnea on exertion. He also notes two-pillow orthopnea, swelling in both lower extremities. Today, while performing some yard work, he noted the sudden onset of marked dyspnea. His wife brought him to the emergency room right away. There, a chest radiograph showed a tension pneumothorax involving the left lung. Patient also states that he gets cramping in his right calf when he walks. PMH: Had cholecystectomy 20 years ago. Total dental extraction 5 years ago. Patient describes intermittent claudication. Claims to be allergic to penicillin. Diagnosed with emphysema more than 10 years ago. Has been treated successfully with Combivent (metered dose...
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...Business Performance Measurement (BPM) systems have grown in use and popularity over the past twenty years. Firms adopt BPM systems for a variety of reasons, but chiefly to improve control over the firm in ways that traditional accounting systems have not allowed. Several approaches, or frameworks, for building and managing BPM systems have evolved with the balanced scorecard as the dominant framework in use today. Despite the growing use of BPM systems in organizations of all kinds, significant problems cause firms to experience difficulty in implementing BPM systems. The problems range across a variety of topics: excessive diversity in the field of study, data quality and information system integration problems, lack of linkage to strategy, fundamental differences in how a strategy is formulated and executed in the firm, ill-defined metrics identification processes, high levels of change in BPM systems, analytical skills challenges, knowledge as a social and non-deterministic phenomenon, judgment and decision biases (from prospect theory literature) and organizational defenses that can undermine successful BPM systems use. To help address these problems, a set of critical success factors for BPM projects, derived from the literature, are identified. A minimal set of four criteria for designing successful BPM systems along with 12 BPM system factors to be considered when building BPM systems are discussed. Forty (40) software vendors with BPM related solutions are listed and the...
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...tions Managmen Introduction What makes a good process? When a process operates, how do you determine whether it is successful or not? Processes seem simple, yet seem to cause so many problems and the very word 'process' can strike fear into the hearts of many people. If you are leading any type of process improvement program, you have probably felt at times like your efforts were yielding less-than-expected results. It is no wonder: the list of possible hurdles to overcome – restrictive organizational structure, politics, stagnant organizational culture, power trips – goes on and on. Continuous Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time and it is as much about tactics (i.e. specific improvements) as it is about changing the culture of the organization to focus on opportunities for improvement rather than problems. At the other extreme, there is the Business Process Reengineering which advocates starting from a clean slate with a quantum leaps. Whatever techniques/methods is used it relative the pulse of an organisation. Your objectives In this chapter you will learn about the following: * Understand the 3 Es of operational excellence * Understand the importance of the 3 Es * Understand the techniques/methods to achieve the 3 Es * Understand how to acehive...
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...A TERM PAPER ON OB PRACTICES IN COCA-COLA COMPANY Table of Contents No. Contents…………………………………………………...……………………….. Page no. 1.0 Chapter One 1. Introduction……………………………………………………………………………6 1.2 History of Coca cola…………………………………………………………….………7-8 1.3 Coca cola company in Bangladesh……………………………………………………. 9 2.0 Chapter Two 2.1 Bangladesh Beverage Industry……………………………………………….…………10 2.2 Competitive Analysis of Coca cola………………………………………………...……11 2.3 SWAT Analysis………………………………………………………………..…………12 A. Strengths…………………………………………………………………………..……12 B. Weaknesses…………………………………………………………………………….12 C. Opportunities………………………………………………………………………..….13 D. Threats………………………………………………………………………………….13 3.0 Chapter Three 3.1 Segmentation…………………………………………………………………………….14 3.2 Targeting…………………………………………………………………………………14 A. Porter’s Five Factors……………………………………………………………………14 3.3 Positioning Strategy………………………………………………………………………16 A. Points of Parity……………………………………………………………………..……16 B. Points of Difference……………………………………………………………………...16 C. Positioning Statement……………………………………………………………………16 4.0 Chapter Four 4.1 Product……………………………………………………………………………………16 A. Products in Bangladesh………………………………………………………………. …17 B. Product levels: The customer Value Hierarchy…………………………………...18 4.2 Price……………………………………………………………………………………...
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...Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of Technology (KIT) Englerstraße 11, Gebäude 11.40, 76131 Karlsruhe, Germany E-mail: stefan.tai@kit.edu Library of Congress Control Number: 2010933361 CR Subject Classification (1998): D.2, F.3, D.3, D.1, D.2.4, F.2 LNCS Sublibrary: SL 3 – Information Systems and Application, incl. Internet/Web and HCI ISSN ISBN-10 ISBN-13 0302-9743 3-642-15617-7 Springer...
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...1. Introduction Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines worldwide (The Coca-Cola Company claims that it is sold in more than 200 countries.). It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke or (in European and American countries) as cola, pop, or in some parts of the U.S., soda. Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The company produces concentrate, which is then sold to various licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola in cans and bottles to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and Western Europe. The Coca-Cola Company also sells concentrate for fountain sales to major restaurants and food service distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, which has become a major diet cola. However...
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...Fundamentals of Business Process Management Marlon Dumas r Marcello La Rosa Jan Mendling r Hajo A. Reijers Fundamentals of Business Process Management r Marlon Dumas Institute of Computer Science University of Tartu Tartu, Estonia Marcello La Rosa Queensland University of Technology and NICTA Brisbane, Australia Jan Mendling Institute for Information Business Vienna University of Economics and Business Vienna, Austria Hajo A. Reijers Department of Mathematics and Computer Science Eindhoven University of Technology Eindhoven, The Netherlands ISBN 978-3-642-33142-8 ISBN 978-3-642-33143-5 (eBook) DOI 10.1007/978-3-642-33143-5 Springer Heidelberg New York Dordrecht London Library of Congress Control Number: 2013932467 ACM Computing Classification (1998): J.1, H.4, H.3.5, D.2 © Springer-Verlag Berlin Heidelberg 2013 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for...
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... | |8905075297087 | |Siyanda Mfeka | |8501265486083 | |Lucky Tsolo | |7801165901087 | |Phethile Lubisi | |8005060012086 | Note: As we are an online group we are unable to meet up to get this document signed. All team members who contributed towards this report have put their details into the table above. Executive Summary Continental Computer Corporation (CCC) is a global organisation infolded in...
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