For CIOs

Driving Value With Process Improvement

CIOs Recommend Nine Best Practices For Business Processes Management

by Alexander Peters, Ph.D., October 6, 2009

Senior business executives recognize the value of technology in supporting business operations and expect CIOs to help drive process improvement efforts — all while tuning and elevating IT's relationship with the business. CIOs from various industries . . .

For Business Process & Applications Professionals

Refresh Your Information Management Strategy To Deliver Business Results

by Rob Karel, James G. Kobielus, August 11, 2009

Many enterprises lack a framework to ensure business alignment with their information management (IM) strategies. Yet sound strategy is critical for prioritizing IM investments. Business issues driving the urgency for a revitalized strategy include: 1) . . .

For Business Process & Applications Professionals

Best Practices: Customer Onboarding

A Visible Target During Economic Uncertainty

by Craig Le Clair, April 27, 2009

Take customer onboarding . . . please. Customer onboarding lags behind other business processes in both the quality of customer experience and costs. The poor state of customer onboarding results in customers abandoning the application process, loss of . . .

For Business Process & Applications Professionals

How To Risk-Proof Your CRM Business Processes

Use Best Practices And Our Risk Evaluation Tool To Steer Clear Of Perils

by William Band, February 27, 2009

In today's difficult economic climate, CRM professionals cannot afford failed business process and technology projects. To pinpoint the real-world pitfalls that can trip up CRM initiatives, Forrester surveyed 133 organizations using one of 24 leading . . .

For Business Process & Applications Professionals

Finance Transformation: A Practical Guide To Streamlining Finance Functions That Pay Off

by Scott Tiazkun, November 18, 2008

Finance transformation has helped companies achieve cost savings and process efficiency across multiple finance functions — especially those with global operations facing redundancy and undue complexity. Drivers for finance transformation extend beyond . . .

For Business Process & Applications Professionals

Drive BPM Initiatives To Higher Business Value

Move Beyond Automation To Business Optimization

by Connie Moore, October 6, 2008

The business process management (BPM) value proposition goes far beyond simple process automation, but unfortunately, that is where many organizations end their efforts. And while automation certainly provides tremendous efficiency, productivity, and . . .

For Business Process & Applications Professionals

Case Study: Queensland Police Service Executes GIS By The Book

by Elisse Gaynor, Sharyn Leaver, August 12, 2008

Faced with disparate policing systems, corresponding silos of data, and degraded data quality, Australia's Queensland Police Service (QPS) launched a large-scale police records management and analysis overhaul to revive its police operational, tactical, . . .

For Enterprise Architecture Professionals

Using BPM To Improve Operational Efficiency

Exploring The Benefits Of BPM

by Ken Vollmer, July 7, 2008

In most enterprises, the ongoing level of manual operations offers fertile ground for improvements in operational efficiency. Enterprise architects can provide leadership in this area by finding out what other enterprises are doing to support these types . . .

For Business Process & Applications Professionals

Enterprise Process Improvement Initiatives  (186 KB PPT)

by Andy Salunga, Elisse Gaynor, June 16, 2008

Enterprise Process Improvement Initiatives From: October 2007 North American Business Process And Applications Online Survey

For Business Process & Applications Professionals

How The Convergence Of Business Rules, BPM, And BI Will Drive Business Optimization

by Boris Evelson, Colin Teubner, John R. Rymer, May 14, 2008

With change endemic, business flexibility paramount, and the lines between strategic, tactical, and operational decision-making blurring, information and knowledge management (I&KM) pros must find new application architectures for a new generation . . .

For Business Process & Applications Professionals

Case Study: Qwest Uses Process Simulation To Move At The Speed Of Business Change

by Colin Teubner, April 23, 2008

Qwest, a telecommunications company located in North America, provides voice, video, and data services to residential, SMB, and enterprise-level customers. Its provisioning operations were experiencing significant gaps in process automation and documentation, . . .

For Business Process & Applications Professionals

Forrester's Process-Driven Organizational Framework Best Practices Self-Assessment  (85 KB XLS)

by Andy Salunga, April 18, 2008

Forrester's Process-Driven Organizational Framework distills findings from our discussions with hundreds of business process and applications professionals to identify the crucial attributes for building a process-oriented organization. The framework . . .

For Business Process & Applications Professionals

Forrester's Framework For Process-Driven Organizations

Use Our Self-Assessment To Evaluate And Boost Your Organization's Process IQ

by Andy Salunga, April 18, 2008

The global 24/7/365 economy is requiring organizations to realign along core processes that not only cross functions and divisions, but quite often time zones, languages, and outsourced business partners. This flatter, dynamic world places a premium on . . .

For Business Process & Applications Professionals

The Five Top Challenges Information And Knowledge Managers Must Master In 2008

by Connie Moore, Rob Karel, January 30, 2008

Information and knowledge managers are constantly bombarded by new technologies — like RIAs, wikis, blogs, and virtual worlds — or new market trends, such as the recent consolidation in business intelligence (BI). Plus there's the ever-changing organizational . . .

For Business Process & Applications Professionals

The Business Process Consulting Landscape

Meeting The Demands Of The Process-Focused Organization

by Andy Salunga, January 15, 2008

Leaders at firms of all sizes continue to face ever-increasing demands from customers, employees, partners, regulators, and other stakeholders. Increasingly, they must align resources and new technology across functions and along critical business processes . . .

For Business Process & Applications Professionals

From BPM To Business Optimization

BI Vendors Fiddle While TIBCO Burnishes Its BPM Offering With Spotfire

by Boris Evelson, Colin Teubner, September 19, 2007

Most visionary business process management (BPM) vendors — like Appian, Global 360, Lombardi Software, Savvion, and TIBCO — now find that they've been defining their own market too narrowly. Not only do enterprises need to optimize their business processes, . . .

Six Sigma And Process Optimization Improve IT Service Delivery

by Craig Symons, June 3, 2005

Six Sigma originated as a quality improvement methodology in manufacturing, but IT can easily adapt it. Using Six Sigma, IT organizations can significantly improve their core processes, which in turn will improve their service delivery. Consistent, quality . . .