The Four Factors Driving Business Process Management

Business Process Management (BPM) is a holistic management approach, a continuous process improvement engine that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology.

BPM can benefit organizations in a number of significant ways:
* Centralize the control of human resources, systems, and processes
* Create visibility into end-to-end business processes that are currently dispersed between multiple systems and locations
* Enable the agility to rapidly adjust processes and react to regulatory and business changes
* Provide efficiency through automation and by removing the white spaces between activities and processes, providing out-of-the-box functionality for continuous process improvement.


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The Forrester Wave�: Business Process Management Suites, Q3 2010

Forrester evaluated 11 leading business process management (BPM) suite vendors against 148 criteria reflecting the requirements of business process professionals running large-scale BPM programs. We found that Pegasystems and Appian lead the pack with the best overall combination of modeling, design,
and development features for business and technical roles driving process improvement. IBM, Software AG, and Savvion are also Leaders with competitive products that offer industry-leading development environments and improved tools for business stakeholders. Additionally, Lombardi and Metastorm fall into the Leader category, with impressive collaborative process design environments and Web 2.0 features. Oracle, Global 360, HandySoft, and Fujitsu are Strong Performers with compelling products
that have their own unique strengths.


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Gartner Magic Quadrant 2010 - Business Process Management Suites

The 2010 BPMS Magic Quadrant is composed of vendors that support the top four usage scenarios that drive buyers to invest in a BPMS (rather than alternative forms of application infrastructure), and to the vendor's support for characteristics of the BPMS "sweet spot," as defined by Gartner. Those usage scenarios, in order of buyer interest, based on anecdotal evidence from Gartner's client inquiries, are:

    * support for a continuous process improvement program;
    * implementation of an industry-specific or company-specific process solution;
    * support for a business transformation initiative; and
    * support for a process-based, service-oriented-architecture (SOA) redesign.


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IDC Insights: Bu s i n e s s Na v i g a t i o n S y s t ems Comb i n e CE P wi t h BPM

Enterprises invest in packaged applications, development systems, testing, services oriented architectures, middleware and analytics to align process automation with business cycles. When IT is successful in this alignment, cycles accelerate and we see improvements in business flexibility that we now take for granted. Examples include point-of-sale electronic payment systems such as credit and debit cards,instant loan approvals and immediate provisioning of a new mobile phone.


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MWD a d v i s o r s: Driving business agility and visibility with Process Intelligence

Process Intelligence has received a lot of attention over the past couple of years, but we find that despite this, there?s still a lot of confusion out there regarding what the true focus and scope of this thing called �Process Intelligence� actually is. Some people see Process Intelligence as simply the next iteration of what?s often called Business Activity Monitoring (BAM); we see things a little differently.

Our analysis is that the goal of Process Intelligence should be to ensure an entire company is aligned towards its stated performance objectives by linking business strategy to day-to-day business execution more efficiently and more effectively. We assert that Process Intelligence is not a product you can buy off-the-shelf; it?s an organisational capability that requires a blend of new and existing tools for measuring, monitoring and managing your business.


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CASE STUDY: HOW NETGEAR MAKES PROGRESS

To improve operational efficiency and support its customer-focused mission, NETGEAR needed to put an end to the paper trail and streamline business processes. �We recognized the paper-based process slowed part number creation and other key processes, which affect new product orders,� said Tim Stover, Director of Product Engineering and Services at NETGEAR.

To put an end to the paper trail and improve company operations, NETGEAR deployed Progress� Savvion BusinessManager� 6.5 for multiple projects within NETGEAR, including the management of part number creation, product life cycle management, and the returns management process.


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CASE STUDY: HOW RELIANCE MAKES PROGRESS

RLIC needed to find a solution that could improve process control, reducing average underwriting turn around time (TAT) from weeks to hours.

RLIC initially considered a workflow application based on a document management system. But this solution proved too limited in its functionality and scalability. RLIC frequently changes its insurance product offerings. The workflow application lacked the flexibility to keep up with the changing product mix. In addition, it could not provide out-of-the-box reporting capabilities.

In 2007, RLIC kicked off a company-wide business process management (BPM) initiative, which led RLIC to consider the Savvion comprehensive BPM suite that could support enterprise-wide deployment.


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DATASHEET: PROGRESS Savvion Business Process Management System


IMPROVING BUSINESS PROCESSES AND PERFORMANCE WITH SAVVION

Business improvement�increasing efficiency, quality, and customer satisfaction while cutting costs�should be the goal of every organization. However, few organizations are truly ready for business improvement initiatives. Progress� Savvion� has the answer.


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PRACTICAL BUSINESS PROCESS IMPROVEMENT

Today�s BPM empowers the business users to look for business process improvement opportunities and quickly act upon them. Progress� Savvion� BPM provides an effective approach to business improvement that is timely, quick and driven by business users.

* Understanding Process Improvement Opportunities
* Challenges in Achieving Continuous Process Improvement
* Realizing Process Improvement
* Analysis with Savvion


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