2009 BPM and Workflow Handbook
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SPOTLIGHT ON
GOVERNMENT
AN OPEN LETTER TO PRESIDENT OBAMA: IT'S TIME TO FIX BROKEN
GOVERNMENT
BY CLAY RICHARDSON, FORRESTER RESEARCH, USA
Dear President Obama:
The world paused on a remarkable day in January 2009 as you took
the oath of office and promised to usher in a new era in American
government. In many ways, the country and the world continue to bask
in the afterglow of that historic day. However, critical observers
closely interpreted your speech as a challenge to roll up our
collective sleeves and recommit ourselves to good deeds, hard work and
innovation. A call to employ the best minds, the boldest ideas, and
the most innovative technologies to wage a war against the economic
malaise brought on by the market crash of 2008.
MANAGING CHANGE WITH RE-USABLE ASSETS FOR GOVERNMENT AGENCIES
BY DR. SETRAG KHOSHAFIAN, PEGASYSTEMS INC., USA
Business Process Management (BPM) suites automate policies and
procedures. The policies and procedures are captured in executable
process flows, different types of business rules, case data, user
interactions and service integration--all in the context of
organizational access controls. These are the operational BPM assets
of government agencies. This chapter will show how BPM can realize
change and agility through re-usable government BPM assets. Dynamic
BPM repositories allow each government agency to use common practices,
while specializing for their particular agency extensions and needs.
Thus re-usable assets can be organized in different collections
pertaining to shared as well as specialized solutions for various
sectors such as healthcare, financial management, education, and
national security. The chapter will discuss dynamic BPM repositories
for the public sector. These repositories organize the re-usable
assets for specific agency needs.
STREAMLINING RESEARCH AND DEVELOPMENT CASE FILES AT THE AIR FORCE
RESEARCH LABORATORY (AFRL)
BY CHARLES JOESTEN, PMP, ICOR PARTNERS LLC, USA
The United States Air Force Research Laboratory (AFRL) XE "United
States Air Force Research Laboratory (AFRL)" provides leadership in
scientific and technological research and development for Department
of Defense XE "Department of Defense" , commercial, and academic
organizations. Key artifacts that ultimately improve warfighting
technologies are assembled into official records known as laboratory
case files. From 2002-2005 AFRL set out to streamline the management
of its case files using improved processes and modern workflow tools.
This case explores the challenges AFRL faced and its approach to
better process, workflow, and records management of science and
technology projects.
Practitioners in the field of workflow management and process
improvement face a variety of challenges with each agency they
support. Administrative, bureaucratic, and logistical challenges were
all considered in determining the best business process management
solutions for AFRL. Additionally, many challenges related to the
unique nature of the content generated and managed at the lab,
including rocket science.
HOW CONVERGING METHODOLOGIES AND TECHNOLOGIES EFFECT ADOPTION AND
SUCCESS OF BPM
BY LINUS K. CHOW, ORACLE CORPORATION, USA
Government Enterprises faced with incredible changes with multiple
crises and political upheaval are trying to adapt their operations to
handle increased workload, cut costs, and be more agile. BPM has
indeed been very effective at addressing this need, but as BPM and
other capabilities have evolved, governments are expanding their
evaluation and use of BPM to include this convergence of technology
and methodology. BPM does not operate in a vacuum. In fact BPM has
come to be the bridge among stakeholders, methodology, systems, and
legacy applications. Especially in government, BPM plays a key role in
not only cutting costs and increasing efficiency, but also in adding
agility to their Enterprise Architecture (EA).
NOW!
2009 BPM COLOR:BLACK\" CLASS=\"STYLE71\">METHODS, CONCEPTS, CASE
STUDIES AND STANDARDS IN BUSINESS PROCESS MANAGEMENT AND WORKFLOW
Spotlight on BPM in Government
now: Retail $75.00
(usually $95.00)
SPOTLIGHT ON BPM IN GOVERNMENT
The question, "How can governments manage change organizationally_
and _be agile operationally?" is answered in this special spotlight on
BPM IN GOVERNMENT worldwide with specific emphasis on the USA
government where agencies, armed forces, states and cities are facing
almost insurmountable challenges.
This is a book for _business_ people who just want to understand the
how and why of process automation and integration in simple non-jargon
terms. It is also for the _technical_ person looking for current
insights into where BPM standards are heading, how others are managing
implementations and more.
Throughout the book international industry experts and thought
leaders present significant new ideas and concepts to help you plan a
successful future for your organization.
Edited by Layna Fischer
Published in association with the Workflow Management Coalition
RETAIL NOW ONLY US $75.00 (USUALLY $95.00)
After you purchase the 2009 BPM & Workflow Handbook you will have
instant access to download the two full length Digital Edition books,
which are delivered in a single 14MB zipped PDF file. Both these book
have also been released as Print Editions and distributed worldwide.
Publication: 2009
High Resolution PDF -- Full Digital Edition of Complete Book
Size: 6MB Zipped PDF file
Length: 300 pages.
Retail: US $75.00 (Usually $95.00).
TABLE OF CONTENTS
Foreword
Jon Pyke, Chair WfMC, United Kingdom
SECTION 1SPOTLIGHT ON BPM IN GOVERNMENT
AN OPEN LETTER TO PRESIDENT OBAMA: IT'S TIME TO FIX BROKEN
GOVERNMENT
_Clay Richardson, Senior Analyst, Business Process Management,
Forrester Research, United States _
Measuring Readiness for BPM: Insights from Corporate
Entrepreneurship and Organizational Change Research
_Daniel T. Holt, Air Force Institute of Technology, USA_
STREAMLINING RESEARCH AND DEVELOPMENT CASE FILES AT THE AIR FORCE
RESEARCH LABORATORY (AFRL)
_Charles Joesten, PMP, ICOR Partners LLC, USA_
HOW CONVERGING METHODOLOGIES AND TECHNOLOGIES EFFECT ADOPTION AND
SUCCESS OF BPM
_Linus K. Chow, Oracle Corporation, USA_
OPTIMIZING THE INSTITUTION FOR CORPORATE DEVELOPMENT IN URUGUAY
_Luca Wainer, Corporacin Nacional para el Desarrollo; Juan J.
Moreno, INTEGRADOC / Universidad Catlica and Martn Dauber INTEGRADOC,
Montevideo, Uruguay_
DELIVERING CASE MANAGEMENT WITH BPM IN THE PUBLIC SECTOR: COMBINING
KNOWLEDGE WITH PROCESS
_Michael White, Singularity, UK _
BPM IN EGOVERNMENT: A GENUINE VIRTUAL COUNTER
_Cdric Tumelaire, City of Waterloo, Belgium, Laurent Bagnoud,
University of Applied Sciences Western Switzerland and Rmy Tzaud,
Xpert.Ivy, Switzerland_
TRANSFORMING HEALTH CARE THROUGH ENTERPRISE ARCHITECTURE AND BPM
_Christine Robinson, CSC, United States_
DELIVERING STRATEGY THROUGH PROCESS: SAPO CASE STUDY
_Marietjie Lancaster, South African Post Office, Dr. Michlle
Booysen, Ptanque Business Specialists, South Africa _
Managing Change with Re-Usable Assets for Government Agencies
_Setrag Khoshafian, Pegasystems Inc., USA _
STREAMLINING THE CONGRESS OF THE REPUBLIC OF PERU E-GOVERNMENT
_Rocio Angelica Sanchez, Congress of the Republic of Peru, and Amy
Wyron, Colosa, Inc., Peru _
Processes Systematization of the High Court of Justice (Mexico)
_Juan Chacn, Vanina Marcote; PECTRA Technology, USA._
SECTION 2THE BUSINESS VALUE OF WORKFLOW AND BPM
APPLICATION PROVISIONING IN THE CLOUD
_Jon Pyke, Cordys, Netherlands _
BUSINESS TRANSFORMATION BLUEPRINT--BPM AS KEY ENABLER
_Vinaykumar S. Mummigatti, IBM Global Business Services and Tom
Bobrowski, Capgemini, USA _
FINANCIAL CRISIS FRONT LINE: SNS BANK
_Eric D. Schabell and Stijn Hoppenbrouwers, SNS Bank and Radboud
University Nijmegen, Netherlands_
LEVERAGING BEST PRACTICES THROUGH A HUMAN PROCESS MANAGEMENT SYSTEM
_Jacob P. Ukelson, D.Sc. CTO ActionBase, USA _
PEOPLE RELATIONSHIP MANAGEMENT: COMPLETING THE BPM VALUE PROPOSITION
_Roy Altman, Peopleserv, Inc., USA _
SECTION 3BPM IN STANDARDS AND TECHNOLOGY
Two Strategies for Handling Models: Preserving vs. Transforming
_Keith D Swenson, Fujitsu America, Inc., USA _
A DESIGN METHODOLOGY FOR BPMN
_Michele Chinosi and Alberto Trombetta, University of Insubria,
Varese, Italy _
THE AUTO OPTIMIZER
_Robert M. Shapiro and Hartmann Genrich, Global 360, United States_
OPEN SOURCE WORKFLOW MANAGEMENT SYSTEMS: A CONCISE SURVEY
_Ricardo Garcs, Tony de Jesus, Jorge Cardoso* and Pedro Valente,
University of Madeira, Portugal *SAP Research, Germany, *University of
Coimbra, Portugal _
EXTENDING XPDL WITH THE TEMPORAL PERSPECTIVE
_Denis Gagn, Trisotech, and Andr Trudel, Acadia University, Canada _
BPM SAAS AS THE FOUNDATION OF A CLOUD-BASED POST-IT ENTERPRISE
_Wolf Rivkin, B-Wave Software LLC. _
SECTION 4--DIRECTORIES AND APPENDICES
(INCLUDES SEVERAL REFERENCE APPENDICES)
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These are not a couple of little eBooks - both are FULL LENGTH
Digital Editions of real books launched in print and sold worldwide!!
FREE BONUS WITH YOUR ORDER!
Complete Digital Edition Book
Retail Value $39.95
BPM EXCELLENCE IN PRACTICE 2009:
_INNOVATION, IMPLEMENTATION AND IMPACT_
AWARD-WINNING CASE STUDIES IN WORKFLOW AND BUSINESS PROCESS
MANAGEMENT
The prestigious annual GLOBAL EXCELLENCE AWARDS FOR BPM AND
WORKFLOW are highly coveted by organizations that seek recognition for
their achievements. These awards not only provide a spotlight for
companies that truly deserve recognition, but also provide tremendous
insights for organizations wishing to emulate the winners' successes.
READ THESE OUTSTANDING CASE STUDIES!
File Size: 7MB zipped PDF
Length: 248 pages.
Full Digital Edition (also available in Print Edition)
SECTION 1 - Europe
* KPN, The Netherlands
* Migros Bank, Switzerland
* Techspace Aero, Belgium
SECTION 2 - Middle East and Africa
* PruHealth South Africa
SECTION 3 - North America
* City of Edmonton, Canada
* Dickinson Financial Corporation, USA
* Office of the Secretary of Defense (OSD) (A T letter-spacing:
0pt"> Tribunal Superior de Justicia del Estado de Hidalgo, Mexico
* U.S. Xpress, USA
* US MEPCOM, USA
SECTION 4 - Pacific Rim
* AEGON Religare Life Insurance, India
* Australian Health Plans, Australia
* Fullerton India Credit Company Ltd., India
SECTION 5 - South America
* INMETRO, Brazil
* ISAPRE Microsystem, Chile
* Produbanco, Ecuador
* Transfiriendo S.A., Colombia
EXCERPTS...
US MILITARY ENTRANCE PROCESSING COMMAND, US GOVERNMENT GOLD AWARD,
NORTH AMERICA. NOMINATED BY ORACLE CORP., USA
The United States Military Entrance Processing Command (US MEPCOM)
processes and qualifies individuals applying for military service in
any one of five Armed Services (Army, Navy, Marine Corps, Air Force
and Coast Guard) and their subcomponents (i.e. Reserve, National
Guard). They are required to process over 1 million records a year
with potentially spikes of 18,000 per day (5.6 million a year), and to
maintain over 60 million current records across all the armed
services. Their existing Enterprise Architecture (EA) was to
antiquated and brittle to handle the growing requirements of its
customer in an increasingly changing environment.
U.S. XPRESS ENTERPRISES, INC., USA, SILVER AWARD, NORTH AMERICA.
NOMINATED BY CORDYS LTD., UK
U.S. Xpress Enterprises stands today as one of the premier
transportation companies in North America. Founded in 1985, U.S.
Xpress is the third-largest privately-owned truckload carrier with
over 8,500 trucks and 26,000 trailers. U.S. Xpress has reshaped the
landscape of transportation by developing revolutionary innovations
that continually deliver unmatched levels of customer satisfaction.
MIGROS BANK, SWITZERLAND, GOLD AWARD, EUROPE. NOMINATED BY ACTION
TECHNOLOGIES INC., USA
Migros Bank is one of the 10 leading financial institutes in
Switzerland and one of the biggest Retail-Banks. Our focus is to be
very close to the clients and therefore we have around 50 branches all
over Switzerland and many more small contact-points that offer basic
services for new clients. All in all about 1,400 employees work for
Migros Bank. When we outsourced almost all of our IT to an external
provider, little or no electronic workflows were in use. In addition,
we were confronted with increasing regulatory and risk issues
concerning the internal order processing from the regions to the
centralized back-offices that were done by placing orders by paper
forms and by fax. To improve these situations we initiated a project
to implement electronic people-to-people workflows.
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