A solução iFlowBPM tem vindo a aumentar o seu número de parcerias nos diversos países. Desta vez conta com mais um parceiro, agora em Espanha – a Ibermática.
A Ibermática é uma das principais empresas de TI do mercado espanhol e une agora esforços com equipa iFlowBPM na comercialização e divulgação desta plataforma de BPM no mercado espanhol.
Saiba mais sobre esta empresa: http://www.ibermatica.com/
A solução iFlowBPM tem vindo a aumentar o seu número de parcerias nos diversos países. Desta vez conta com mais um parceiro, agora em Espanha – a Ibermática.
A Ibermática é uma das principais empresas de TI do mercado espanhol e une agora esforços com equipa iFlowBPM na comercialização e divulgação desta plataforma de BPM no mercado espanhol.
Saiba mais sobre esta empresa: http://www.ibermatica.com/
A equipa iFlowBPM participou no App Challenge organizado pela ExpressFlow.
O desafio consistia na integração da API da ExpressFlow na APP iFlowBPM.
A última e melhorada versão da plataforma iFlow BPM permite-lhe, entre outros, associar e correr de forma rápida as Soluções Ready-to-Run à sua plataforma.
Faça já o update da sua plataforma!
Vai decorrer no dia 22 de Maio no ISCTE – Instituto Universitário de Lisboa, o primeiro grande Evento iFlow BPM!
Participe nos nossos seminários, compreenda o mundo BPM e conheça mais acerca dps benefícios e funcionamento da Plataforma iFlow BPM.
http://www.iflowbpm.com/events/2013/
Inscreva-se já!
A equipa iFlow BPM desenvolveu um grupo de videos tutoriais da plataforma.
Estes tutoriais vão ajudá-lo a desenhar, implementar e executar processos na plataforma iFlow BPM.
Veja a Aula número 1 – Como Criar o Meu Primeiro Processo
Para ver os restantes tutoriais clique em Tutoriais em Video.
Autor: Janne Ohtonen – The 8 Phases of an Innovation Management Process
The innovation management process has become an important part of the operations of many businesses, as the recognition of the importance of initiatives towards innovation has become much more common.
That said, while many companies do attempt to have a solid approach to creativity and innovation, too few actually focus on it as a single function. Instead, they seem to hold many separate activities in isolation, such as brainstorming sessions, pilot projects and campaigns, and vague communication with the market, and simply keep fingers crossed that it will come together in the end. While this has worked for some in the past, it is far from the ideal way of performing this important task. Instead, the best way to accomplish this is to have a set innovation activities which integrates the activity into the regular cycle of your business. The list below shows the phases in innovation management process, which will help your organization to put it all together as one process.
Setting the goals for the process
Innovation always begins with a goal in mind. It is many times based on finding the solution to a problem. Once you have this goal, it should be discussed among everyone in the problem solving team. This team may consist of you and another person, a group of people, or may even be all of your organization’s employees. It may involve others such as your customers (who can provide suggestions and feedback based on their own experience with your product or service) or other stakeholders in the business. When you establish the team for this process, make sure that you have someone representing all the parts of the process from start to the end.
Cooperation
The innovation team should work together so that instead of trying to come up with an idea separately, they can bounce ideas off one another and create a collaborative solution. This can include the use of online tools, attendance of events such as trade shows that can be inspiring and informative, or simply consist of brainstorming sessions. You might consider having a trained business coach facilitating the discussions. There are many online tools available for real-time document sharing that might help teams that are geographically separated to still have intense cooperation.
Combination of ideas
Once the ideas are in, choose the best ones and then consider whether they can be combined to create an even greater idea. Often, strong ideas will be complementary to one another and will join well to create an even better result. As you know, the whole result can be bigger than its individual parts. And for this combination to work well, you need representatives of all parties involved in the process, because they for sure have ideas that people from other departments could not come up with. Business coaches may be useful here for making sure that all the angles of innovative aspect are covered.
Evaluation of innovation
This is an important and yet all too frequently overlooked aspect of the innovation management process. When the best ideas have been combined, fine-tuned, and polished, it is time to subject them to evaluation based on peer reviews. This helps to ensure that any ideas that have a promising veneer but that are poorly thought out will be identified before resources, funding and time have been poured into them. It also helps to select the ideas with the greatest potential from among several that appear equally capable of being successful. It is cheap to change your innovation at this stage compared to later stages. Each step you take forward will cost you more…
Testing the ideas
Once the ideas with the greatest potential have been identified, they can be tested so that they can be better developed. One of the most common means of testing a product or service idea is to create a prototype or test group. This allows the team, as well as customers and investors to have a better look at how the product will function and what changes can be made to it so that it will be even further improved. Make sure that the product or service not only raises interest but is able to generate orders also. If people say that they are interested in it, then ask them if they give you the order right away.
Execution of innovation implementation
The ideas that survive the testing process can be further developed and altered until they are ready to be executed as a part of the business offerings. The execution of implementation is a step that is unique to your business and, unless your new product causes you to have to drastically alter the typical way that your go-to-market strategy functions, then this part of the innovation management process should be relatively commonplace in your organization. It should be easier for you to move from testing to execution if you were able to generate orders already in testing phase.
Assessment of innovation life-cycle
After the execution of an idea, its implementation needs to be carefully monitored and assessed in terms of a number of milestones that should be set. Should a milestone not be reached, then changes will need to be made or the idea will need to be shut down. Remember to keep always customer in your mind also in execution phase and design your measuring systems so that they measure added value for the customer (you get what you measure and customers weight you based on that!).
The next step in the process is simply to start again, always finding new needs, inspiration, solutions and taking them through the cycle until they can be offered by your company. Here are some reflective questions that you can use to evaluate innovation management process in your organization:
Autor: Ashish Mathur – BPM and CRM Tango
There are two industry terms – BPM and CRM – which people may be playing around separately to play there day to day business games. Let’s understand each one and see if there could be any correlation between the two.
By having achieved efficiency and effectiveness (BPM); understand customer requirements and better connection to the customer (CRM); both the terms are coined for getting profits for the business ultimately.
As the business world is moving more and more towards service orientation, the question comes how to achieve process efficiencies and do more business with the availability of many services and software around the corner.
One possible answer for this can be CRM with BPM practices
Some of the surveys show that many businesses are struggling to manage customer expectations due to the inability to manage their service requests in a consistent manner. The reason behind this might be that customer service people may have to interact with many systems to service the customer request, which may lead to inconsistency sometimes. The pitfall behind this approach also seems that customer service agents need some training to manage all this complexity of different systems.
One of the best examples of this could be: if a customer asked to add a new member to his insurance plan, then the service agent would have to validate the caller’s identification, and then would have to check his payment history. Finally, she then adds the new member to the policy. Each of these sub processes can be different services which require different systems/tools.
One possibility of improvement at this point could be to combine BPM and CRM which may lead to process and relationship management efficiency. Adding BPM and CRM can cover up gaps which may arise due to the lack of knowledge of different processes and handling with different systems. Another great advantage of this tango could be that it gives the customer relationship agent the same view the customer has, as an outsider (he does not think about different systems). Basically, the customer will act as a process participant in this conjunction who will help in driving the whole process.
Challenges
Many people are/might be finding it rigid to combine the both, as CRM is considered as easy and BPM as disruptive. It may be a challenging job to show business users the benefits of BPM to them and there customers. One clinch in this is that many CRM vendors claim to have BPM/Workflows already implemented within their solutions, which fosters the image of not to use BPM as a separate identity for the adaptation of efficiency improvement. BPM is more abstract in terms of concrete details than CRM.
Way to Go
If business gets ready to opt for this tango, then the question arises which one and how much: should it be Core CRM with some BPM, or Core BPM with some CRM? Actually, the answer lies in the business nature itself. Some businesses are more process driven than others. Some industries use a robust process driven approach which requires a high level of BPM capabilities raher than CRM, like Insurance or Finance; and some may need more CRM capabilities rather than BPM like in Retail. So it’s up to the business stakeholders which dish they want to pick more. It seems true that use of both in conjunction with each other will take the business efficiencies and do more business to the next level, and so is the business profit.
Autor: Michal Rykiert – Mobile Devices – the Future of BPM?
Business trips such as delegations or conferences prove the usefulness of mobile devices that allow to remotely get some of daily duties done. However, those are more or less incidental cases. After all, an employee spends most of his time in office. But what if he or she does not? There are specific professions that require to be in a field most of the time. In this case mobile access to company’s BPM system is invaluable.
Mobile BPM in the Construction Industry
At this point you may want to get a closer look into the construction industry. For instance, people directly responsible for overseeing projects (e.g. construction engineers), often have to work in a field, and their task is to personally monitor as work progresses.
At the same time they need access to certain documents – plans, specifications etc. What’s more, the characteristic of their profession requires to be on the move around the construction site. How in this case can they execute effective work management?
A laptop only seems like a good idea. It offers great performance but in the long run would not work. Firstly, batteries in today’s notebooks and netbooks can last for 2 to 6 hours. No doubt it’s too short for a standard 8-hour work day, not to mention longer shifts. Also, while working on a construction site, looking for an electric socket is a rather pointless idea and carrying back-up batteries doesn’t make sense. Moreover, in environments full of dust and other small contaminants, conventional portable computers have problems with heat dissipation– cooling systems tend to clog and cause severe damage.What else can be used? The answer is simple: tablets! Currently most of them have a display size of about 10 inches, weigh approximately 600 grams and offer good performance parameters that allow to present even more complex schemes. In comparison, average laptop weighs from 1,5 to 4 kilos (3,3 to 9 lbs) which makes carrying them around for 8 hours rather unhandy. It’s hard to imagine using them in a field with no external power supply, plus tablets beat them also in terms of time of performance: 10 hours is an average batteries’ lifespan. Additionally, when turned on, standby time is much shorter. Finally, it should be noted that tablets don’t have cooling systems. Therefore, their hardware can’t be damaged by dust and other contaminants.I know from experience thatemployees associated with the construction industry really appreciate tablets in their daily duties. They are simply more handy, universal and less burdensome. Whenever there’s a need to scan an invoice or check specification, it can be done by a tablet – quickly and swiftly. It’s worth mentioning that cameras and microphones in tablets are usually way better than those used in notebooks.
With all that being said – aforementioned construction engineer (or any other person that has to be in a field and take care of paperwork) could use a laptop, PC or even take care of all necessary paperwork at the office. But why waste time and effort, when much simpler solutions are right there? A tablet with access to an efficient BPM system (e.g. one that supports iOS, Android and Windows Phone) allows to do 80% of work that would have to be done in office. Checking specifications, creating and attaching reports, making and sending scans and much more is possible. You just need to find the right software and right hardware to make your (or your employees’) life easier.
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Autor: Ian Lowv – BPM Program Implementation – An Important Checklist for Success
Since the emergence of Business Process Management (BPM), organisations adopting it have had a wide variety of experiences – some successful and others less so. Some would argue that because BPM is so amorphous that any project is considered to be analogous to ‘boiling the ocean’ and therefore the outcomes may vary from exceptionally successful to, in some cases, disastrous.
Typical challenges that often cause concerns during a BPM initiative include:
As a management consultant and a BPM practitioner, I have been through many situations in which I have helped organisations implement new BPM initiatives and turn around less successful projects. My experience in handling such challenges has allowed me to identify the specific characteristics of a successful BPM project.
The three main steps that can help ensure the success of BPM projects are:
o Educate IT and business teams about BPM fundamentals
o Align stakeholders/ departments on initiative scope & priorities
o Have a clear understanding of the business problem as it relates to business objectives
o Identify a ‘Candidate’ process for the first project
o Ensure business case and define KPIs for improvement
o Ensure there is business participation in all phases of the project
o Ensure team composition has a well balanced mix of IT, process and business user representation and expertise
o Ensure business transformation supersedes technology goals
o Select suitable technology platforms (Process/Rules/Integration/UI/BAM)
o Agree upon and adopt suitable BPM methodology & standards. Don’t adopt a Big Bang approach! Iterative approach ensures ‘Quick Wins’
o Ensure BPM design and architecture are scalable and built for change
o Have clear metrics to ensure that the outcomes can be appropriately measured
o Identify the roadmap with prioritised follow on opportunities
Adopting these guidelines will allow businesses to have better control over their ability to drive business change rather than react to changes placed upon them. IT will also have more flexibility to integrate existing systems that deliver solutions which are in line with business needs and end user expectations.
As new iterations of the same process or new processes are brought onboard, a momentum is created and what started out as a tactical solution becomes a strategic and dynamic process platform. In addition, the various systems that are currently used to deliver a silo capability to the various functions inside each of the organisation’s divisions can be exposed to other divisions (if appropriate) and therefore improve IT reuse and drive consistent working practices across the organisation.
I would be keen to hear your experiences and lessons learnt while implementing BPM programs.
