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Magic Quadrant for Business Process Management Suites

http://www.gartner.com/technology/research/media_products/overview.jsp
http://www.gartner.com/it/page.jsp?id=855612 CIOs Plan on Same Budgets as Last Year, but IT Leaders Will Spend Differently in 2009 STAMFORD, Conn., January 14, 2009— As enterprises face a challenging economic environment, IT spending budgets will be essentially flat with a planned increase of 0.16 percent in 2009, according to results from the 2009 CIO survey by Gartner Executive Programs (EXP). The worldwide survey of 1,527 CIOs was conducted by Gartner EXP from September 15 to December 15 2008 and represents CIO budget plans reported at that time. Flat IT budgets were found across enterprises in North America and Europe, with slight increases in Latin America and a slight decrease in Asia/Pacific. The Gartner EXP CIO report "Meeting the Challenge: The 2009 CIO Agenda" represents the most comprehensive examination of business priorities and CIO strategies.

EXP Worldwide Survey of More than 1,500 CIOs Shows IT Spending t

Magic Quadrant for Business Process Management Suites » Pegasyst

The Pega Resource Library will help you keep up-to-date on Pega technology, find out how our customers are benefiting from Pega solutions, learn about the latest trends and thinking in business process and customer relationship management, and help you explore new ways to improve your company’s efficiency and effectiveness. You can filter and search for resources to the left and clicking "Save" will place the resource in your My Pega/My Library area for reference and sharing. http://www.pega.com/resources
Gartner have released their 2009 Magic Quadrant report for Business Process Management Suites (login required). They have reviewed their approach to focus their analysis on product support for use cases, rather than product features and functions. This change has altered their assessment of the relative strengths of the vendors since their 2007 Magic Quadrant . Overall, 2008 marked a turning point for BPM as a discipline. Hundreds of interactions with enterprises lead us to conclude that they are scaling up their efforts to establish BPM as an enterprise program — not just apply its methods and technologies to one-off projects. The Magic Quadrant for 2009 http://bpmfundamentals.wordpress.com/2009/02/20/gartner-publish-bpms-magic-quadrant-for-2009/

Gartner Publish BPMS Magic Quadrant for 2009 « Business Process

Model Strategy & Performance « Go Flow

http://social-biz.org/2009/02/13/model-strategy-performance/ In an earlier post , I introduced the concept of a “Model Preserving Strategy” versus a “Model Transforming Strategy” and defined them as two approaches that a BPMS can take in the lifecycle of a business process. I then posted a couple of situations where the Model Preserving Strategy is a better choice, but it is not always a better choice. This post is dedicated to those situations where the Model Transforming Strategy shines. Processes and programs are written by people, but execute in a machine.
Dr. Geary Rummler was a driving force behind shaping process management as a strategic management discipline, and was a pioneer in the application of instructional and performance technologies to organizations. He is the author of "Managing the White Space on the Organization Chart" and is known as the "father of the swim lane." Dr.

039;s Interview with Dr. Geary Rummler

http://www.gartner.com/research/fellows/asset_215649_1176.jsp

Procedure vs. Process | Process Performance Blog

In the course of undertaking the Mapping and Modelling survey a number of interesting areas of uncertainty or confusion became apparent. So I thought that maybe I would try and address one of them; the thorny issue of the difference between process and procedure. The issue has been hotly debated for many years, but to my mind became red hot at two points in time. http://www.it-director.com/blogs/Mark_McGregor/2009/1/procedure_vs_process.html
http://mainthing.ru/ru/

Главное не результат, главное процесс

Активность на ниве BPMN привела к тому, что меня стали воспринимать как эксперта в области анализа и моделирования бизнес-процессов. Я не против, но считаю это скорее азами ремесла, чем его вершиной, и для меня лично гораздо больший интерес представляет проблематика на стыке между BPM и управленческим консалтингом, а также методологические аспекты реализации бизнес-процессов в BPMS. Впрочем, это обычное дело: больший интерес для широкой публики обычно представляет то, что для эксперта почти тривиально, а то, что он сам считает достижением, проходит почти незамеченным. В качестве примера, наибольшее число просмотров и откликов на моем блоге набирают заметки с тэгом FAQ.
We feature 3-5 free articles each month. This content is no longer available for free. You can become a paid member to access this and thousands of other articles, webcast, white papers, conference presentations, research, and other premium content. Professional Members receive discounts on training, have unlimited access to all content, and can participate in community discussions and the professional network http://www.bpminstitute.org/resources/articles/how-select-right-tools-your-bpm-initiative

Business Process Management (BPM) - How to Select the Right Tool

Un'altra tesi sul BPM

http://ariannacto.blogspot.com/2009/01/unaltra-tesi-sul-bpm.html Di ritorno dopo la pausa natalizia, all'inizio di un nuovo anno che si preannuncia difficile, è con grande piacere che vi segnalo che presso Univeristà degli studi di Bari, Facoltà di Scienze Matematiche, Corso di laurea in Informatica è stata discussa una tesi sul BPM. La tesi è stata svolta con la collaborazione di una azienda italiana produttrice di una piattaforma di BPM. Anche se nostra concorrente mi fa piacere segnalarla: Openwork di bari.
Home » Research » ZapFlash » Balancing Repeatability and Situationality with Process Mashups At the center of the perfect storm of Service-Oriented Architecture (SOA), Web-Oriented Architecture (WOA), and the business-centric take on Web 2.0 we call Enterprise 2.0 is the notion of the enterprise mashup . Loosely defined as governed, managed compositions of Services in the context of a rich, Internet-based user interface environment, enterprise mashups have become a key driver for SOA initiatives, even though such applications as yet have relatively limited use in the enterprise. In fact, mashups’ greatest strength is precisely what limits their applicability: using a mashup includes creating the mashup.

Research - Balancing Repeatability and Situationality with Proce

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Business Process Improvement

Macehiter Ward-Dutton: Blog on IT-business alignment and related

Thursday, December 18, 2008 by admin As I trailed in my last BPM blog entry , having published seven new or updated BPM technology assessment reports last week we’re now in a position to release something that pulls all our summary analysis together in one place. So we published our BPM vendor capability comparison, 2H08 report this morning – anyone with (free) MWD Guest Pass membership can get the report right away.
For the next one month I want to be critically evaluating Oracle BPM 10gR3. Yes this is the new face and name of BEA Aqualogic BPM 6.5 , now with Oraclelization it is called as Oracle BPM 10gR3 . Too early to make a comment. My a im is to see how well Oracle has leveraged and integrated the BEA Aqua logic BPM products with its other products to offer a complete suite. Here you will find download link – for initially getting your feet wet purposes, download of studio should suffice. Also, there is a tutorial and link to docs.

Currently evaluating Oracle BPM 10gR3

Network Blogs

The first Jumpstart Day session of the SAP Insider BPM2008 event in Vegas this week featured Column 2 author, analyst and blogger Sandy Kemsley . Jumpstart day is similar in concept to the pre-conference day we host at SAP TechEd and Sapphire but the content segments are only two in number and each are three hours in duration. Three info packed hours further covered subjects such as understanding the range of process types in an organization, tips like: "Don't let the requirements become the design", warning around spending too much time modeling the "as is" state, and in addition there were some fair assessments of SAP Netweaver BPM technology. It seemed there was a clear understanding that many "required" features of SAP Netweaver BPM are delayed until future versions. What was outlined for participants was that there is a more strategic integration with SAP ERP and a common process layer for modeling BPM and ERP.