...Introduction: Business process management is one way organizations can imbibe the culture and framework for production efficiency and continual quality improvement (Okaland, 2003). Since the values and success of TQM are best archived when the organization as a whole accepts, understand and adheres to the guiding practice and processes established as enablers towards achieving results, it can then be said that an organizations business process model or framework should recognize all relevant stakeholders (both internal and external) and incorporate operation intricacies of these stakeholders into the overall quality improvement plan. Turbit (2005) made emphasis that once an organization establishes its primary mission the business process model of any of its functioning units should be aimed at achieving the primary objective while fitting in with other processes. Hence the overall process modeling needs to take into account all the activities that goes into achieving the defined objectives. Challenge of first-tier contractors in quality improvement: The activities of first-tier contractor can be related to realizing set quality improvement depending on how well the activities of these contractors are integrated into the development of the QMS processes of the organization. Segmenting the activities of the organizations into clusters of processes rather than departments is a key element which enables the organization tailor its activities towards delivering customer centric...
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...machined products and related services, and to meet cost, quality, and schedule requirements. Company Overview The main company strategy of Aircraft Solutions is to provide low cost design and computer-aided modeling packages to customers to reduce their development operating cost. One thing AS is especially proud of is that it will help the customer through all phases of new product deployment. It will help starting from the early prototypes through final large-volume production and assembly. Eventually the goal of Aircraft Solutions is to make long-term relationships with its customers and to keep on doing business with them in the long run. AS uses a few different business processes within the company. The first is Business Process Management (BPM). BPM is focused on aligning all aspects of an organization with the wants and needs of clients. It promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology (Chang, 2006). Then the Design Engineering department is responsible for reviewing the electronic models, interacting with the customer and making necessary modifications with customer approval, then placing them in an Engineering Release (ER) directory for programming. Lastly, all final programs must be thoroughly verified for accuracy before releasing to the Proof For Production (PFP) directory for manufacturing to make the production first article. Two Security Weaknesses Hardware Vulnerability Upon assessing...
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...RO T E U L D GE · r & Fr a nci s G ro SAP implementation at Metalica: an organizational drama in two acts M ICH EL AVIT AL and BETTY VANDENBOSCH Department of Information Systems, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106-7235 USA This play attempts to reconstruct the social reality of key players at Metalica during the ® rst couple of years of SAP implementation. Rather than adopting one perspective about the SAP project, we provide the views of different participants using their own words, arguments and ideas as much as possible. The play is constructed from summaries of systematic interviews which were changed only to suit scholarly objectives and a dramatic presentation. At the request of the company involved, the names and locations in this case have been disguised. Act 1 describes the company’ s vision concerning the implementation of an enterprise resource planning (ERP) system, a crisis which emerged during the initial phase of implementation and the actions taken to remedy the shortfalls. Act 2 describes the project management, the dynamics between the implementation team members and the organizational implications of an ERP system implementation. The actual performance of the play and a subsequent discussion among the participants enable students to re-create and experience the thrills, frustrations, dilemmas and concerns originally expressed by the people who inspired this account of SAP implementation. Using...
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...Front cover Advanced Case Management with IBM Case Manager Introducing case management and IBM Case Manager Building IBM Case Manager solutions with use case example Covering customization, rules, deployment, and more Wei-Dong Zhu Brian Benoit Bob Jackson Johnson Liu Mike Marin Seema Meena Juan Felipe Ospina Guillermo Rios ibm.com/redbooks International Technical Support Organization Advanced Case Management with IBM Case Manager May 2014 SG24-7929-03 Note: Before using this information and the product it supports, read the information in “Notices” on page xiii. Fourth Edition (May 2014) This edition applies to Version 5.2.0, IBM Case Manager (product number 5725-A15). © Copyright International Business Machines Corporation 2013, 2014. All rights reserved. Note to U.S. Government Users Restricted Rights -- Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. Contents Notices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv Now you can become a published author, too! . . . . . . . . . . . . . . . . ...
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...of Surrey, Guildford, UK Jon M. Kleinberg 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...
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...Changes in BPM[edit] Roughly speaking, the idea of business process is as traditional as concepts of tasks, department, production, and outputs..[citation needed] The management and improvement approach as of 2010, with formal definitions and technical modeling, has been around since the early 1990s (see business process modeling). Note that the IT community often uses the term "business process" as synonymous with the management of middleware processes; or as synonymous with integrating application software tasks. This viewpoint may be overly restrictive - a limitation to keep in mind when reading software engineering papers that refer to "business processes" or to "business process modeling". Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. For example (in workflow systems), when individual steps in the business process require deploying human intuition or judgment, these steps are assigned to appropriate members within the organization. More advanced forms such as "human interaction management"[6][7] are in the complex interaction between human workers in performing a workgroup task. In this case, many people and systems interact in structured, ad hoc, and sometimes completely dynamic ways to complete one to many transactions. BPM can be used to understand...
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...between costs and benefits from the customer’s perspective. This strategy will be utilized for Logistics’ pricing discussion, but will incorporate the perceived value of competitors’ products as well. FileNET FileNET’s product offerings include three brands: Panangon, Acenza, and Brightspire. Panangon serves as the infrastructure and application development platform for content management, and it is currently being targeted towards finance, insurance, government, telecommunications, utilities, and manufacturing industries.(VARbusiness) Acenza permits linkage to customers, partners, and employees through a variety of applications. Brightspire provides the business integration framework. (Delphi) More extensive research on Brightspire may be of value because FileNET’s description of the product, in its press release cited by Business Wire, makes it sound similar to Logistics. Specifically, “…Brightspire was developed to address the need for a standard, re-usable software framework for eBusiness that is designed to be quick to deploy and requires little or no custom software development.” (Business Wire2) Perceived benefits Value in relative use FileNET’s product line offers several benefits in terms of functional use. First of all, faster process development is attainable through the use of process templates. Another benefit is synchronization of multiple processes, which allows a process to wait for another to be completed. FileNET’s product offerings also provide Web...
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...------------------------------------------------- Business Process Management BPM Prepared for: Professor Palmer Prepared by: Vardly E. St.Preux Date: 02 December 2012 ------------------------------------------------- Course: SBE-430 E-Commerce for Small Business Table of Contents The Evolution of Business Process Since The 1990s 3 Benefits of BPM 3 The Evolution of Business Process Since The 1990s After reading this article, there isn’t any direct suggestion of the evolution business processes from the 1990's. However, it can be said that the article suggests that business thinking and practice has changed tremendously over the last decade or so. Many businesses are using more technological software to improve their business practice. The methods of the past are not as successful in today’s e-business dominated world. Almost every organization is now based on technology. A business therefore needs the appropriate software to make them competitive in today's market, or face extinction. BPM allows companies to be more agile and more efficient. Efficiency is key to keeping customers happy. Furthermore, government regulations are constantly changing. In many organizations this constant change is difficult to grasp and incorporate without the appropriate technology in order to make a business efficient. Benefits of BPM The article addresses many benefits for BPM; some of the benefits are: * BPM helps organizations streamline their processes into...
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...Report for 2005 Jackie Fenn, Alexander Linden This year, we celebrate the 10th anniversary of Gartner's Hype Cycles. More than 1,600 information technologies and trends across 68 markets, regions and industries are evaluated in the most comprehensive assessment of technology maturity in the IT industry. © 2005 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. ANALYSIS Gartner's Hype Cycles highlight the relative maturity of technologies across a wide range of IT domains, targeting different IT roles and responsibilities. Each Hype Cycle provides a snapshot of the position of technologies relative to a market, region or industry, identifying which technologies are hyped, which are suffering the inevitable disillusionment and which are stable enough to allow for a reasonable understanding...
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...Resources management | 1 | 2 | 3 | 4 | 5 | 1) Effective administration of business processes | 0 | 5 | 11 | 11 | 3 | 2) Critical business process design requirements for each department/employee | 0 | 2 | 11 | 14 | 3 | 3) Support services to enable employees to meet customer requirements | 0 | 1 | 6 | 20 | 3 | 4) Processes monitored on a day-to-day basis | 0 | 2 | 7 | 15 | 6 | 5) Assessing processes and implement changes | 0 | 2 | 8 | 17 | 3 | 6) Processes that improve employee proficiency | 0 | 2 | 10 | 13 | 5 | 7) Reduced wasteful activities | 0 | 2 | 6 | 16 | 6 | Level scale Level 1 — No formal approach Guidance - No systemic approach is evident. There are poor results or unpredictable results. Data are available, but not used for improvement of performance. Level 2 — Reactive approach Guidance – Problem-based approach. The company responds to complaints or mandates as needed. Data are reviewed as required. Limited additional company data on results is available. Level 3 — Stable approach Guidance - Data and detailed, timely local data are used to guide conformance to requirements. There is an established method or an approach. There is concern for improvement. Level 4 — Systematic approach Guidance - Systemic process alignment with good results and sustained improvement trends. The data are effectively used and employee performance continuously improved. State standards are consistently met. Level 5 — Substantial continuous improvement ...
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...Automating your manual (and paper-centric) processes will revolutionize your business—making it faster, flexible, and more responsive Edited and written by Betsy Fanning and Bryant Duhon Introduction Let’s get this straight from the beginning; using less paper isn’t just about “going green” or saving the rain forest. Using less paper in your business processes will revolutionize your business—making it faster, flexible, and more responsive to the needs of your customers. At least since the Sumerians wrote down transactions on baked clay tablets, documents have been the foundation of business. And while we no longer need to lug around those heavy clay documents (and watch out for water); if you’re using paper to manage your business then you aren’t any more efficient—or faster—than a civilization that existed 4,000 years ago. It doesn’t have to be this way. The technology is available. More importantly, the technology works. We have been scanning documents and moving them around business electronically for over 25 years; and that’s a good start. But, to match the pace of business today; content must be mobilized and harnessed for business use as soon as possible. Advances in scanning speeds, declining prices, and imaging and recognition software have combined to dramatically improve the concept of the digital mailroom—converting those inbound paper documents to digital format to directly feed business process; accounts payable for instance. As effective at the digital mailroom...
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...Ana Carolina Rossini Business Software HFT Stuttgart – 2013 2013 Argentinean Business Software Market Ana Carolina Rossini HFT Stuttgart 28/02/2013 1 Ana Carolina Rossini Business Software HFT Stuttgart – 2013 Contents Introduction ...................................................................................................................... 2 Enterprise Resource Planning.......................................................................................... 2 Argentinean Business Software Market .......................................................................... 3 The Argentinean business software market is a growing market. ............................... 4 Business Software suppliers present in the market .......................................................... 5 HR Crisis in the Argentinean Business Software sector ......................................... 5 List of Argentinean Business Software developers: ................................................. 6 Conclusion ........................................................................................................................ 7 References ......................................................................................................................... 7 Introduction Business software is one of the fastest growing economic activities in Argentina so far this decade, especially after the devaluation of their Argentinean peso in 2002. Thanks to the economic recovery and export...
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...building filled with staff people. The company’s performance was declining and the company was heavily in debt. Horton’s initial days were focused on meetings with some 86 different executive committees. Horton’s first decision was to focus on the organization’s core business and to sell businesses that didn’t support that focus. As a result of several executive meetings, he decided that BP was comprised of three "business streams." (I would have called them processes, but more on that later.) The three streams were: ● Upstream Oil and Gas Exploration and Production ● Downstream Petro Refining and Marketing ● Downstream Petrochemical Products The Upstream process fed both of the two Downstream processes. Horton concluded that there was no special value generated by internal transactions among the three streams and that they could be decoupled and run independently. Put a different way, BP’s Upstream unit could sell to any of several Refining companies and BP’s Downstream Petro Refining and Marketing unit could buy oil and gas from any of several production companies. In all cases, the only important consideration was getting the best price. Once Horton reached this conclusion, he changed the management structure and appointed individuals to head each of the three "streams" and then proceeded to assign responsibilities to the three stream managers while simultaneously eliminating jobs at the corporate headquarters. (In effect, Horton had identified three...
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...commercial, defense, and aerospace industry. Located in Southern California, AS has a dedicated, trained workforce and maintains a large capacity plant and extensive equipment to meet customer requirements. Much of the equipment is automated to increase production while reducing costs. The company's workforce has a large skill base: design engineers, programmers, machinists, and assembly personnel to work its highly-automated production systems. The mission of AS is to provide customer success through machined products and related services, and to meet cost, quality, and schedule requirements. Aircraft Solution uses Business Process Management (BPM) to handle end to end processes that span multiple systems and organizations. BPM system is designed to connect customers, vendors, and suppliers to share information and maintain timely business dialogue. The system is capable of handling multiple projects simultaneously across every department of the company. The users at AS are employees, suppliers, and contractors who need to access the company’s network. Two...
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...Shalini Khandelwal Anuranjan Saxena N.Lakshmi Narayana Sanya Kohli Himanshu Rawal Dinkar Sharma INTRODUCTION NIIT Technologies (NIIT) was incorporated in 1981 as an IT training company. It started its software services business in 1984, with a focus on the domestic market. In 2004, the company split its software services business and its IT training business into NIIT Limited and NIIT Technologies Limited. The genesis of NIIT Technologies can be traced to the mid 1980s, when a software arm of NIIT Limited was created to cater to the demands of an Indian market just awakening to computerization. Most of the software and services companies in the country in those days were export-oriented. NIIT first entered the domestic market, drawing sustenance and gaining vital experience from its interactions with customers on its home ground. Seeing its corporate customers grapple with IT deployment issues, the company realized the need to go beyond its training mandate and help companies understand their IT needs, pick the relevant technologies and assist in their implementation. Thus was born NIIT’s software operation, a logical extension of its training endeavor. NIIT pioneered the packaged software distribution business in India through tie-ups with reputed software majors such as Information Builders Inc. and Sybase. Later, more partnerships were developed with their leading technology providers. The 1990s represented a turning point for the company and the...
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