Old posts from bpm.com

As business landscape transforms and with the integration of Business Process Management (BPM) and working remotely changing the scenario. Companies are starting to reconsider not only how they function but how they innovate and interact as well. The synergy between BPM and remote work is proving vital for organisations aiming to remain agile, efficient, and competitive.

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The World has rapidly advanced in BPM practices, and integrating them with cybersecurity is rapidly becoming a requirement for organizations as they look to secure their digital assets while also automating operations. And as we move well into 2025, this pairing will not only improve the efficiency in the area of detection & response but will also enhance the security systems of the organizations as a whole.

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The incorporation of AI and ML into business process management (BPM) is changing the character of business in a completely different manner. Businesses are able to improve productivity and efficiency, as well as make better planning and operational decisions. This guide states the scope of where AI currently is in BPM, characteristics of leading platforms like CMWLab, and trends that will characterize the future of business operations.

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The difference may seem subtle but in practice the time interval from successful acceptance testing to production work of the equipment may vary considerably. Why is that so? Because for a customer it’s a one-time (or rare) project so it’s hard to anticipate all possible issues. For the supplier, on the contrary, it’s a regular process. So they’ve got a lot of experience that may be used to help the customer launch the equipment without delays. (more…)

Virtually every company becomes caught by the business process idea, sooner or later. The BPM promises – sales up! costs down! unprecedented agility! – make people eager to implement the “BPM thing” as soon as possible, if not yesterday (more…)

Here is what the company CEO has told:

“It also happens that when the ordered pipes are finally delivered, they are partially used for emergency need, e.g. to fix a breakage happened elsewhere. As a result, the original customer won’t get the ordered goods. It won’t be a problem because often there is enough time to re-order but the point is that no one knows that the order will not be delivered.” (more…)

Many business process management initiatives over the world suffer from the same pitfall. Most projects are successful in identifying and solving a particular business problem by redesigning and/or constantly improving the corresponding business process. The ROI figures are impressive and BPM gains the trust from executives. Yet attempts to leverage on the initial success to apply BPM enterprise-wide are often far less successful. (more…)

In reality, however, most organizations have to deal with processes, projects and cases which are somewhere between the two. Therefore they need a balanced, unbiased view of projects, processes and cases that in essence are just different kinds of collaborative work. Projects, projects and cases have more in common than it may seem at the first glance: whatever approach is taken, there always is an initial state, resources and goals to be reached. (more…)

It happens all the time: as soon as we find a solution for a problem, the solution becomes a problem itself. The division of labor is not an exception: it increases the productivity indeed, but it also decreases in other cases. (more…)

Let’s start with the functional management. First, there are standalone applications – accounting, warehouse, product lifecycle management (PLM), advanced planning & scheduling (APS), etc. targeted to specific departments. Historically, these applications have appeared first as the earliest form of management was functional management. (more…)