2007 Excellence in Practice:
Digital Format
The case studies of award winners worldwide. Complete book in Digital format.
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2007 BPM & Workflow Handbook
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Methods, Concepts, Case Studies and Standards in Business Process Management and Workflow.
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In our
book series, industry experts and
thought leaders present significant new ideas and concepts to help
you plan a successful future for your organization.
- 2007 Excellence in
Practice: Moving the Goalposts
- Samsung Heavy
Industries, Korea—Gold Award
Due to
a dramatic increase in the quantity of orders
received since 2000, Samsung Heavy Industries (SHI)
realized the necessity of implementing business
process management (BPM) technology for more
efficient management and monitoring of our
international shipbuilding operations. Today, the
implemented BPM system has improved and efficiently
manages not only processes such as order placement
management, contractor process management,
production management, and quantity management
related to shipbuilding outsourcing, but has also
improved the business processes related to the
materials supplied to subcontractors of the various
shipyards. Using this system, the processes were
visualized. This visualization allowed us to
optimize the fabrication management process, enable
employees to manage and monitor the priority and
status of various business processes in real-time,
and provide an alarm notification function for
process delays. e-TEAMS was the first instance of
the application of BPM technology supporting
business processes in the Korean shipbuilding
industry.
- The Chester County Hospital, USA-download.phpGold Award
The healthcare industry has been slower to adopt Business Process Management (BPM) than other industries. However, The Chester County Hospital (CCH) has distinguished itself by not only implementing workflow management technology in a healthcare setting, but by customizing and supplementing that technology with its own home-grown applications. The result is a workflow system that integrates clinical, operational and financial processes to support patient-centered care. In addition to meeting the primary goal of providing safer, more efficient care to patients, BPM has enabled CCH to improve working conditions for employees, dramatically increase productivity, achieve higher levels of cost optimization, and become a competitive force to reckon with in the local healthcare community.
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Foreword - by Jon Pyke, Chair WfMC
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Introduction: Workflow and BPM in 2007: Business Process Standards
See a New Global Imperative - by Nathaniel Palmer, Executive
Director, Workflow Management Coalition
- BPM and Service-Oriented Architecture Teamed Together: a Pathway to
Success for an Agile Government - by Linus Chow and Charles Medley,
BEA Systems; Clay Richardson, PPC
- Free 2007 Research: "A Survey of Business Process Initiatives"
"A Survey of Business Process Initiatives" written by WfMC Executive Director, Nathaniel Palmer, and published by Business Process Trends, features 33 pages of ground breaking research on the results of analyzing over 100 BPM deployment and business process initiatives.
Examined are BPM project success factors, Return On Investment (ROI) results, and the characteristics which determine whether BPM initiatives succeed or fail. Representing the results of over 6 months of research, this first-of-its-kind study offers one of the first real analyses of
performance rates and success indicators for business process initiatives.
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2006 Workflow Handbook
including
Business Process Management
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Foreword
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Introduction
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XPDL 2.0: Integrating
Process Interchange and BPMN
Robert M. Shapiro, Global 360, USA
The Business Process Management Notation (BPMN) was developed by
individuals working together in the Business Process Management
Initiative to take the techniques employed in flowcharting tools,
unify and extend the graphics to express the semantics required in
workflow and EAI processes. BPMN 1.0 was released in May 2004. In
addition to the graphical notation, BPMN incorporated a number of
specific mechanisms for process modeling that had not yet been
included in XPDL; among these in particular events and message
passing between processes. XPDL 2.0 incorporates these mechanisms as
well as the graphics and offers an extended meta-model that unifies
XPDL and BPMN.
- Workflow Handbook 2005
Introduction
BPM—Too Much BP, Not Enough of the M
Derek Miers, Enix Consulting, United Kingdom
The problem with many BPM deployments is that they often overlook the reason why this technology is needed in the first place—to support the achievement of business objectives. The re-emergence of business processes as a core discipline in modern business management is fairly clear.
But in order to really derive the maximum benefit from BPM initiatives, firms need to manage the people interface more carefully.
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Workflow Handbook 2004
Introduction
The Workflow Reference Model: 10 Years On (570kb PDF)
David Hollingsworth, Fujitsu Services, United Kingdom; Chair, Technical Committee, WfMC.
Last year saw the 10th anniversary of the Workflow Reference Model. This short paper reassesses the relevance of the Model in the current context of Business Process Management. It discusses the principles behind the Model, its strengths and weakness and examines how it remains relevant to the industry today. It concludes by introducing a number of considerations required to establish a “BPM Reference Model” and discusses how the various overlapping standards in this space may be
categorized.
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