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Surendra Reddy: Foreword
"ACM helps organizations focus on improving or optimizing the line of interaction where our people and systems come into direct contact with customers. It’s a whole different thing; a new way of doing business that enables organizations to literally become one living-breathing entity via collaboration and adaptive data-driven biological-like operating systems."
Adaptive Case Management is ultimately about allowing knowledge workers to work the way that they want to work and to provide them with the tools and information they need to do so effectively. Read more...
Passports to Success in BPM Real-World Theory and Applications
Is your BPM project set up for success or failure?
Knowing what BPM success will look like before you even begin will help you achieve it. So will knowing what are the most common causes of failure.
BPM projects fail more often as a result of missed expectations than inadequate technology.
Yet a greater number of BPM projects fail to launch at all due to the inability to be a credible business case. The value of BPM is realized through planning and measurement, and the business case needs to be developed with transparent success criteria and “real world” metrics. more...
Empowering Knowledge Workers describes the work of managers, decision makers, executives, doctors, lawyers, campaign managers, emergency responders, strategists, and many others who have to think for a living. These are people who figure out what needs to be done, at the same time that they do it, and there is a new approach to support this presents the logical starting point for understanding how to take advantage of ACM.
Adaptive Case Management, provides a transactional thread across multiple systems of record. ACM allows the work to follow the worker, providing the cohesiveness of a single point of access. Case Management pulls together all the end points, information, environments and provides the long-term record of how work is done, as well as the guidance, rules, visibility and input that allow knowledge workers to be more productive. More here...
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The need for Intelligent Business Operations (IBO) supported by intelligent processes is driving the need for a new convergence of process technologies lead by the iBPMS. The iBPMS changes the way processes help organizations keep up with business change.
- Jim Sinur (extracted from Foreword)
Intelligent business process management is the next generation of enterprise BPM, leveraging recent technological advances to attain a degree of operational responsiveness not possible with yesterday’s business process platform.
Today, companies of all types want faster and better insight into their operations. This growing demand for operational intelligence has given rise to a new, "smarter" variety of business process management suites (BPMS). more here...
How Knowledge Workers Get Things Done describes the work of managers, decision makers, executives, doctors, lawyers, campaign managers, emergency responders, strategist, and many others who have to think for a living. These are people who figure out what needs to be done, at the same time that they do it, and there is a new approach to support this presents the logical starting point for understanding how to take advantage of ACM.
Keith Swenson points out, “We are seeing a fundamental shift in our workforce, and in the ways they need to be managed. Not only are companies engaging their customers in new ways, but managers are engaging workers in similarly transformed ways.” More...
Social BPM: Work, Planning and Collaboration Under the Impact of Social Technology
As explained by WfMC Fellow Dr. Michael zur Muehlen, “If you only focus on streamlining process execution and making it as efficient as possible the social aspect diminishes. But if you consider process discovery, the development of a shared understanding of what your operations look like, and monitoring your process environment, then social plays a big role.
"Social is all about providing context, a rich environment of data points that a streamlined workflow would be lacking otherwise. The challenge is to make this context useful, both from a social networking perspective and from an unstructured data perspective.”
Some organizations significantly outperform others in their industry. They become more agile by adopting smarter work practices and transforming their business processes to be more dynamic, collaborative, and connected.
Understanding BPM - leading thinkers share their important views on understanding BPM including approach, strategy, implementation and more.
Using BPM - provides compelling award-wining case studies. These companies have proven excellence in their creative and successful deployment of advanced and business process management concepts. The positive impact to their corporations includes increased revenues, more productive and satisfied employees, product enhancements, better customer service and quality improvements. More here...
The companies whose case studies are featured in this book have proven excellence in their creative and successful deployment of advanced and business process management concepts. The positive impact to their corporations includes increased revenues, more productive and satisfied employees, product enhancements, better customer service and quality improvements. Submit your own case study a twww.BPMF.org
This book publicizes the winning case studies from the annual BPM awards. Now in their 19th year, the Global Awards for Excellence in BPM and Workflowrecognize organizations that excel in implementing innovative Business Process Management solutions to meet strategic business objectives.
Taming the Unpredictable
Real World Adaptive Case Management
Highly predictable work is easy to support using traditional programming techniques, while unpredictable work cannot be accurately scripted in advance, and so requires the involvement of the workers themselves.
Adaptive Case Management (ACM) assists the knowledge worker to apply know-how and make decisions. One core adaptable quality of ACM is support for goal-seeking and goal-driven processes, where goals can be modified “in flight” by the knowledge worker.
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